25042RE: [scrumdevelopment] Re: Retrospective questions
- Nov 8, 2007I'll add to what Esther said. Having gone through it in a very large organization, introduction of Scrum will have an impact across the entire organization (including HR, Sales & Marketing, CRM, Release Management, Configuration Management, etc.) You name it, there's a tremendous impact. When Ken talks about most organizations that try Scrum fail -- it's not because Scrum is hard, it's because the changes it drives through your culture and through your dysfunctional processes is EXTREMELY painful.But it's worth it.I'm currently trying to put my two years + of notes on this together into something useful and coherent. I've got more data than I know what to do with and sifting through it all is taking time.Jim SchielCST, Siemens Medical Solutions
From: email@example.com [mailto:firstname.lastname@example.org] On Behalf Of Esther Derby
Sent: Tuesday, November 06, 2007 8:29 AM
Subject: RE: [scrumdevelopment] Re: Retrospective questions
What Martine said.
And yes, introducing Scrum can be a major cultural event. If a company is introducing Scrum in an agile way (working in small chunks; inspecting and adapting; learning from every iteration), retrospectives on how the introducing is going are a part of the process.
Esther Derby Associates, Inc.
612-724-8114 www.estherderby. com
**Secrets of Agile Teamwork PUBLIC workshop: December 11-13, 2007 in Portland , OR **
From: scrumdevelopment@ yahoogroups. com [mailto:scrumdevelo pment@yahoogroup s.com] On Behalf Of Martine Devos
Sent: Tuesday, November 06, 2007 12:43 AM
To: scrumdevelopment@ yahoogroups. com
Subject: Re: [scrumdevelopment] Re: Retrospective questions
I am not Esther, but I have done a lot of retrospectives and some good experience
For the cultural event: I started a lot of change efforts with (retro/future) spectives. Collecting data, feelings, expectations. .. about the change and involving the whole organization in planning the implementation.
As for the just another name for "continuous process improvement" I disagree and would encourage you not to use that expressions. Retrospectives are not just about process -- they are about people, feelings as facts, ....
----- Original Message ----
From: luau_boy <luau_boy@yahoo. com>
To: scrumdevelopment@ yahoogroups. com
Sent: Monday, November 5, 2007 3:22:15 PM
Subject: [scrumdevelopment] Re: Retrospective questions
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 retrospectivemeeting may still
> same, but it takes a different level ofplanning and coordination, both
> before and after theretrospective.
>effective whether it's
> I'd want to have a plan to make the meeting
> or 3 days. To get benefits fromretrospectives, the team (or group)
> think, learn and decidetogether and that requires more than
> worked/What todo differently. "
> We cover some of the difference between
> (plus lots of resources forsprint retrospectives) in Agile
> Making Good TeamsGreat (Pragmatic Bookshelf, 2006).
> Esther Derby Associates, Inc.www.estherderby. com
>workshop: December 11-13, 2007 in
> **Secrets of Agile Teamwork PUBLIC
> Portland ,OR **
> > Sent: Monday, November05, 2007 7:17 AM
> > Subject: [scrumdevelopment] Retrospectivequestions
> >'team' - if the 'team' consists
> > How can a retrospective be done by the
> > of 100's of people situatedglobally - who contribute in a material
> > way to the retrospective?(given that a team is usually 7-10 people,
> > but that programsconsists of many teams)
> >supposed to be a 'streamlined and structured'
> > Isn't the retrospective
> > way to developprocess improvement ideas that can be 'vetted' with the
> > SCRUMmaster and the business (who PAYS for the changes being
> >contemplated by the 'team')?
> >'baked', prior to selecting only those ideas that
> > How are such ideas
> > are the most'optimal' for the client and the team(s) that must learn
> > and adoptthe revised process(es)? How are stakeholders/ owners allowed
> > tocollaborate with the 'retrospective' team - to insure that they
> >aren't 'out there' - evaluating potential changes that the
> >stakeholders would ultimately - never consider supporting?
> >responsibility of the SCRUM master to develop and gain approval on
> > When using a high concentration of consultants, isn't it the
> >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 correctlythat
> > all this can be done within a (3) hr. window every month?Wouldn't
> > this neccessitate a well thought out plan (in advance)forhow to run
> > these meetings -- what tools are needed -- whatand
> > communication/ collaboration model will be used to insure buy-in
> > participation from ALL impacted stakeholders?message, send it to: scrumdevelopment@ ...
> > To Post a
> > To Unsubscribe, send ablank message to: scrumdevelopment-
> > unsubscribe@ ...Yahoo! Groups Links
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