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how_do_we_run_our_first_sprint_retrospective [2019/08/14 05:42]
Hans Samios [Want to Know More?] added liberating structures
how_do_we_run_our_first_sprint_retrospective [2019/09/16 06:55] (current)
Hans Samios [Challenges of a Retrospective] Updated organizational issues
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   * Having a Retrospective:​ After a while team’s begin to feel they have all the improvements under control and so think they don’t need a retrospective. After all, they are perfect. To be clear – there is always room to get better, and so always a need for something like a retrospective.   * Having a Retrospective:​ After a while team’s begin to feel they have all the improvements under control and so think they don’t need a retrospective. After all, they are perfect. To be clear – there is always room to get better, and so always a need for something like a retrospective.
   * All the issues are not the team’s fault: For these teams, recommend that the team’s maintain two lists: 1) things that the team needs to address 2) things that the organization needs to address. Set the expectation that both lists will be populated.   * All the issues are not the team’s fault: For these teams, recommend that the team’s maintain two lists: 1) things that the team needs to address 2) things that the organization needs to address. Set the expectation that both lists will be populated.
-  * Organizational issues are being dealt with: Management has responsibility to the system the team is operating in. In the early days of the team, there are typically many things identified that can and should be addressed by the team and you often see rapid improvement. Some things can only be addressed by management, and the worse thing that can happen is that the team repeatedly raises organizational issues, but nothing is done about it. Management needs to be open and transparent about working organizational issues and become very responsive to these kinds of requests.+  * Organizational issues are not being dealt with: Management has responsibility to the system the team is operating in. In the early days of the team, there are typically many things identified that can and should be addressed by the team and you often see rapid improvement. Some things can only be addressed by management, and the worse thing that can happen is that the team repeatedly raises organizational issues, but nothing is done about it. Management needs to be open and transparent about working organizational issues and become very responsive to these kinds of requests.
   * The team does not talk about people issues: Some people think that high performing teams are smooth running teams. The opposite is true. A significant hallmark of high performing teams is “constructive dissent” where there is passionate disagreements about the things that are important to the goals of the team. To make this kind of happen, team members really need to be able to trust their team mates. Trust only develops when you have dealt (as a team) with all the inter-personal issues you have. Trust does not develop where everyone is behaving politely and where people have not worked through the difficult personal issues.   * The team does not talk about people issues: Some people think that high performing teams are smooth running teams. The opposite is true. A significant hallmark of high performing teams is “constructive dissent” where there is passionate disagreements about the things that are important to the goals of the team. To make this kind of happen, team members really need to be able to trust their team mates. Trust only develops when you have dealt (as a team) with all the inter-personal issues you have. Trust does not develop where everyone is behaving politely and where people have not worked through the difficult personal issues.
   * The team does not see improvement from one sprint to the next: Make sure the first part of the retrospective is focused on “what happened as a result of the last set of experiments we have run – did things get better and, if not, what have we learned.” See also the "Tears of Joy" idea above.   * The team does not see improvement from one sprint to the next: Make sure the first part of the retrospective is focused on “what happened as a result of the last set of experiments we have run – did things get better and, if not, what have we learned.” See also the "Tears of Joy" idea above.
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