Thanks for the reply. Do you consider the introduction of Agile/SCRUM
into an IT organization a 'cultural' event? In other words, is the
idea of introducing Agile/SCRUM into an IT shop the result of a larger
'retrospective' that senior management may/should have undertaken in
order to properly position the team(s) for the 'significant' changes
that Agile/SCRUM connotate?
I'm wondering if a retrospective isn't just another name for
'continual process improvement' ?
--- In scrumdevelopment@
yahoogroups. com, "Esther Derby" <derby@...> wrote:
> When the scope of the retrospective is one team (5-10 people) a half-day
> retrospective for a 30 day sprint is reasonable. The team is looking at
> what *they* can do to improve *their* practices and team work.
> What you describe below is looking at improvements that cross
> boundaries. The basic flow of the retrospective meeting may stillbe the
> same, but it takes a different level of planning and coordination, bothan hour
> before and after the retrospective.
> I'd want to have a plan to make the meeting effective whether it's
> or 3 days. To get benefits from retrospectives, the team (or group)needs to
> think, learn and decide together and that requires more thananswering "What
> worked/What to do differently. "retrospectives
> We cover some of the difference between team/release/ project
> (plus lots of resources for sprint retrospectives) in AgileRetrospectives:
> Making Good Teams Great (Pragmatic Bookshelf, 2006). w:st="on">OR **
> Esther Derby
> Esther Derby Associates, Inc.
> 612-724-8114 www.estherderby. com
> **Secrets of Agile Teamwork PUBLIC workshop: December 11-13, 2007 in
> Portland ,
> target="_blank" ymailto="mailto:scrumdevelopment%40yahoogroups.com">scrumdevelopment@
> > -----Original Message-----
> > From:
> > [mailto:target="_blank" ymailto="mailto:scrumdevelopment%40yahoogroups.com">scrumdevelopment@
yahoogroups. com] On Behalf Of luau_boy
> > Sent: Monday, November 05, 2007 7:17 AMtarget="_blank" ymailto="mailto:scrumdevelopment%40yahoogroups.com">scrumdevelopment@
> > To:
> > Subject: [scrumdevelopment] Retrospective questionsconsists
> > How can a retrospective be done by the 'team' - if the 'team'
> > of 100's of people situated globally - who contribute in a materialthe
> > way to the retrospective? (given that a team is usually 7-10 people,
> > but that programs consists of many teams)
> > Isn't the retrospective supposed to be a 'streamlined and structured'
> > way to develop process improvement ideas that can be 'vetted' with
> > SCRUM master and the business (who PAYS for the changes beingallowed
> > contemplated by the 'team')?
> > How are such ideas 'baked', prior to selecting only those ideas that
> > are the most 'optimal' for the client and the team(s) that must learn
> > and adopt the revised process(es)? How are stakeholders/ owners
> > to collaborate with the 'retrospective' team - to insure that they
> > aren't 'out there' - evaluating potential changes that the
> > stakeholders would ultimately - never consider supporting?
> > When using a high concentration of consultants, isn't it the
> > responsibility of the SCRUM master to develop and gain approval on
> > just HOW a retrospective will be properly positioned to insure that
> > the company can 'harvest' the collective knowledge of all the program
> > participants in the most optimal way? Do I understand correctly that
> > all this can be done within a (3) hr. window every month? Wouldn't
> > this neccessitate a well thought out plan (in advance)for how to run
> > these meetings -- what tools are needed -- what
> > communication/ collaboration model will be used to insure buy-in and
> > participation from ALL impacted stakeholders?
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