Switch content of the page by the Role togglethe content would be changed according to the role
Improving Agile Retrospectives: Helping Teams Become More Efficient, 1st edition
Published by Addison-Wesley Professional (January 2, 2018) © 2018
- Marc Loeffler
eTextbook
$33.99
- Available for purchase from all major ebook resellers, including InformIT.com.
- To request a review copy, click on the "Request a Review Copy" button.
$27.99
- A print text (hardcover or paperback)Â
- Free shipping
- Also available for purchase as an ebook from all major ebook resellers, including InformIT.com
Improving Agile Retrospectives introduces powerful, concise techniques for leading and participating in retrospectives that move faster and deliver more value. Leading agile coach/trainer Marc Loeffler offers practical, actionable instruction and detailed, results-focused examples, showing how to recognize and overcome the pitfalls often encountered in retrospectives. He shares valuable insights on distributed, solution-oriented, and systemic retrospectives, and offers expert advice on adapting retrospectives to your own unique needs.
- The best and most up-to-date resource for becoming a better retrospective facilitator/moderator or participant
- Offers expert guidance on improving retrospectives by integrating experiments and hypotheses
- Presents innovative new insights on applying system and complexity thinking
- Helps students create and refine retrospectives
The full text downloaded to your computer
With eBooks you can:
- search for key concepts, words and phrases
- make highlights and notes as you study
- share your notes with friends
eBooks are downloaded to your computer and accessible either offline through the Bookshelf (available as a free download), available online and also via the iPad and Android apps.
Upon purchase, you'll gain instant access to this eBook.
Foreword by Jutta Eckstein    xv
Preface    xix
Chapter 1Â Retrospectives 101Â Â Â Â 1
1.1 What Is a Retrospective?    1
1.2 New Year’s Eve Retrospective    6
1.3 The Retrospective Phase Model    8
   1.3.1 Phase 1: Set the Stage    9
   1.3.2 Phase 2: Check Hypothesis    12
   1.3.3 Phase 3: Gather Data    13
   1.3.4 Phase 4: Generate Insights    16
   1.3.5 Phase 5: Define Experiments    17
   1.3.6 Phase 6: Closing    19
1.4 Finding Activities for Each of the Phases    22
   1.4.1 Agile Retrospectives Book    23
   1.4.2 Retromat    23
   1.4.3 Retrospective Wiki    24
   1.4.4 Tasty Cupcakes    24
   1.4.5 Gamestorming   25
1.5 The Prime Directive    26
Chapter 2 Preparing Retrospectives    31
2.1 Preparation    31
   2.1.1 What Period of Time Should Be Discussed?    31
   2.1.2 Who Should Take Part?    32
   2.1.3 Is There a Topic?    33
2.2 The Right Time, the Right Place    34
2.3 The Right Material   36
   2.3.1 The Right Markers    36
   2.3.2 The Right Sticky notes    37
   2.3.3 The Right Flipchart Paper    38
2.4 Food    39
2.5 The Agenda    40
Chapter 3 The First Retrospective    43
3.1 Preparation    43
3.2 Set the Stage: Car Comparison    45
3.3 Gather Data   46
3.4 Generate Insights: 5 Whys    49
3.5 Define Next Experiments: Brainstorming    50
3.6 Closing: ROTIÂ Â Â Â 53
Chapter 4 The Retrospective Facilitator    55
4.1 How Do I Become a Good Facilitator?    55
   4.1.1 Respect Different Communication Styles    58
   4.1.2 Paraphrasing    59
   4.1.3 Support Participants    59
   4.1.4 Stacking    60
   4.1.5 Encourage    61
   4.1.6 Feedback Emotion    61
   4.1.7 Intended Silence    62
   4.1.8 Listen for Common Ground    63
   4.2 Visual Facilitation    63
   4.2.1 The 1×1 of Visual Structure    64
4.3 Visual Retrospectives    71
   4.3.1 The Speedboat Retrospective    71
   4.3.2 Trading Cards    74
   4.3.3 Perfection Game    76
   4.3.4 Force Field Analysis    78
   4.3.5 Sources of Inspiration for Visual Facilitation ...80
4.4 Internal or External    81
   4.4.1 Tips for Internal Facilitators   83
   4.4.2 External Facilitators    85
4.5 After the Retro Is Before the Retro    87
Chapter 5 From the Metaphor to the Retrospective    91
5.1 The Orchestra Retrospective    93
   5.1.1 Set the Stage    94
   5.1.2 Gather Data    95
   5.1.3 Generate Insights    97
   5.1.4 Define Experiments and Hypothesis    98
   5.1.5 Closing    99
5.2 The Soccer Retrospective    99
   5.2.1 Preparation    100
   5.2.2 Set the Stage    100
   5.2.3 Gather Data    101
   5.2.4 Generating Insights    102
   5.2.5 Define Next Experiments and Hypothesis    102
   5.2.6 Closing    103
5.3 The Train Retrospective    103
   5.3.1 Set the Stage    103
   5.3.2 Gather Data    104
   5.3.3 Generate Insights    105
   5.3.4 Define Experiments and Hypothesis    106
   5.3.5 Closing    107
5.4 The Kitchen Retrospective    107
   5.4.1 Set the Stage    107
   5.4.2 Gather Data    108
   5.4.3 Generate Insights    109
   5.4.4 Define Experiments and Hypothesis    111
   5.4.5 Closing    111
5.5 The Pirate Retrospective    111
   5.5.1 Set the Stage    112
   5.5.2 Gather Data    113
   5.5.3 Generate Insights    114
   5.5.4 Define Experiments and Hypothesis    115
   5.5.5 Closing    116
Chapter 6 Systemic Retrospectives    119
6.1 Systems    120
   6.1.1 Static and Dynamic    122
   6.1.2 Complicated and Complex    122
6.2 System Thinking    124
   6.2.1 Causal Loop Diagrams    125
   6.2.2 Current Reality Tree    137
   6.2.3 Limitations of System Thinking    142
6.3 Complexity Thinking    143
   6.3.1 Martie—The Management 3.0 Model    144
   6.3.2 The ABIDE Model    147
Chapter 7 Solution-Focused Retrospectives    155
7.1 The Solution-Focused Approach    156
   7.1.1 Problem Talk Creates Problems, Solution Talk Creates Solutions    156
   7.1.2 Focus on the Better Future    157
   7.1.3 No Problem Happens All the Time; There Are Always Exceptions That Can Be Utilized    158
   7.1.4 If It Works, Do More of It    159
   7.1.5 If It’s Not Working, Do Something Different    160
   7.1.6 Small Steps Can Lead to Big Changes    161
   7.1.7 Focus on Strength and Skills    161
   7.1.8 Understand and Trust That Each Person Is an Expert in His or Her Own Situation    162
   7.1.9 Keep the Attitude of Not Knowing    162
   7.1.10 Be Patient and Confident    163
   7.1.11 The Prime Directive of Retrospectives   164
7.2 A Solution-Focused Retrospective in Five Steps    165
   7.2.1 Opening    165
   7.2.2 Set Goals    167
   7.2.3 Find Meaning    170
   7.2.4 Initiate Action    172
   7.2.5 Check Results    175
   7.2.6 A Brief, Solution-Focused Retrospective    176
Chapter 8 Distributed Retrospectives    179
8.1 Forms of Distributed Retrospectives    179
   8.1.1 Multiple Distributed Teams    179
   8.1.2 Teams with Singly Distributed Employees    183
   8.1.3 Scattered Teams    185
8.2 The Right Tools    186
   8.2.1 Web Whiteboard    187
   8.2.2 Stormz Hangout    188
   8.2.3 Lino    189
8.3 General Tips for Distributed Retrospectives    190
   8.3.1 Keep It Short    190
   8.3.2 Stay within the Timeframe    190
   8.3.3 Use Stacking    190
   8.3.4 Prepare the Participants    190
   8.3.5 Use Communication Tools Effectively    191
   8.3.6 Meet Regularly    191
Chapter 9 Alternative Approaches    193
9.1 Work Retrospectives    193
   9.1.1 Set the Stage    194
   9.1.2 Gather Data    194
   9.1.3 Work Phase    195
   9.1.4 Experiences    195
9.2 Fortune Cookie Retrospectives    196
9.3 Powerful Questions    198
Chapter 10 Typical Problems and Pitfalls    201
10.1 Poor Preparation    201
10.2 A Lot of Discussions but No Results    202
   10.2.1 Conflicting Opinions    202
   10.2.2 Indecision    204
   10.2.3 Lack of a Clear Time Frame    205
10.3 Too Many Results   206
10.4 Disinterest in (Further) Improvement    207
   10.4.1 Improvements Were Never Implemented    208
   10.4.2 Improvements Have No Effect    208
   10.4.3 The Team Was Not Given Enough Time    209
10.5 Focus on the Negative    209
10.6 Focus on Factual Topics    210
Chapter 11 Change Management    215
11.1 Agile Change Management    216
11.2 Initiating Change Processes    217
   11.2.1 Set the Stage    217
   11.2.2 Gather Data    219
   11.2.3 Generate Insights    220
   11.2.4 Next Experiments    221
   11.2.5 Closing    223
11.3 Accompanying Change Processes    224
   11.3.1 Set the Stage    224
   11.3.2 Check Hypotheses    224
   11.3.3 Gather Data    225
   11.3.4 Generate Insights    225
   11.3.5 Define Next Experiments    226
   11.3.6 Closing    228
Index    231
Preface    xix
Chapter 1Â Retrospectives 101Â Â Â Â 1
1.1 What Is a Retrospective?    1
1.2 New Year’s Eve Retrospective    6
1.3 The Retrospective Phase Model    8
   1.3.1 Phase 1: Set the Stage    9
   1.3.2 Phase 2: Check Hypothesis    12
   1.3.3 Phase 3: Gather Data    13
   1.3.4 Phase 4: Generate Insights    16
   1.3.5 Phase 5: Define Experiments    17
   1.3.6 Phase 6: Closing    19
1.4 Finding Activities for Each of the Phases    22
   1.4.1 Agile Retrospectives Book    23
   1.4.2 Retromat    23
   1.4.3 Retrospective Wiki    24
   1.4.4 Tasty Cupcakes    24
   1.4.5 Gamestorming   25
1.5 The Prime Directive    26
Chapter 2 Preparing Retrospectives    31
2.1 Preparation    31
   2.1.1 What Period of Time Should Be Discussed?    31
   2.1.2 Who Should Take Part?    32
   2.1.3 Is There a Topic?    33
2.2 The Right Time, the Right Place    34
2.3 The Right Material   36
   2.3.1 The Right Markers    36
   2.3.2 The Right Sticky notes    37
   2.3.3 The Right Flipchart Paper    38
2.4 Food    39
2.5 The Agenda    40
Chapter 3 The First Retrospective    43
3.1 Preparation    43
3.2 Set the Stage: Car Comparison    45
3.3 Gather Data   46
3.4 Generate Insights: 5 Whys    49
3.5 Define Next Experiments: Brainstorming    50
3.6 Closing: ROTIÂ Â Â Â 53
Chapter 4 The Retrospective Facilitator    55
4.1 How Do I Become a Good Facilitator?    55
   4.1.1 Respect Different Communication Styles    58
   4.1.2 Paraphrasing    59
   4.1.3 Support Participants    59
   4.1.4 Stacking    60
   4.1.5 Encourage    61
   4.1.6 Feedback Emotion    61
   4.1.7 Intended Silence    62
   4.1.8 Listen for Common Ground    63
   4.2 Visual Facilitation    63
   4.2.1 The 1×1 of Visual Structure    64
4.3 Visual Retrospectives    71
   4.3.1 The Speedboat Retrospective    71
   4.3.2 Trading Cards    74
   4.3.3 Perfection Game    76
   4.3.4 Force Field Analysis    78
   4.3.5 Sources of Inspiration for Visual Facilitation ...80
4.4 Internal or External    81
   4.4.1 Tips for Internal Facilitators   83
   4.4.2 External Facilitators    85
4.5 After the Retro Is Before the Retro    87
Chapter 5 From the Metaphor to the Retrospective    91
5.1 The Orchestra Retrospective    93
   5.1.1 Set the Stage    94
   5.1.2 Gather Data    95
   5.1.3 Generate Insights    97
   5.1.4 Define Experiments and Hypothesis    98
   5.1.5 Closing    99
5.2 The Soccer Retrospective    99
   5.2.1 Preparation    100
   5.2.2 Set the Stage    100
   5.2.3 Gather Data    101
   5.2.4 Generating Insights    102
   5.2.5 Define Next Experiments and Hypothesis    102
   5.2.6 Closing    103
5.3 The Train Retrospective    103
   5.3.1 Set the Stage    103
   5.3.2 Gather Data    104
   5.3.3 Generate Insights    105
   5.3.4 Define Experiments and Hypothesis    106
   5.3.5 Closing    107
5.4 The Kitchen Retrospective    107
   5.4.1 Set the Stage    107
   5.4.2 Gather Data    108
   5.4.3 Generate Insights    109
   5.4.4 Define Experiments and Hypothesis    111
   5.4.5 Closing    111
5.5 The Pirate Retrospective    111
   5.5.1 Set the Stage    112
   5.5.2 Gather Data    113
   5.5.3 Generate Insights    114
   5.5.4 Define Experiments and Hypothesis    115
   5.5.5 Closing    116
Chapter 6 Systemic Retrospectives    119
6.1 Systems    120
   6.1.1 Static and Dynamic    122
   6.1.2 Complicated and Complex    122
6.2 System Thinking    124
   6.2.1 Causal Loop Diagrams    125
   6.2.2 Current Reality Tree    137
   6.2.3 Limitations of System Thinking    142
6.3 Complexity Thinking    143
   6.3.1 Martie—The Management 3.0 Model    144
   6.3.2 The ABIDE Model    147
Chapter 7 Solution-Focused Retrospectives    155
7.1 The Solution-Focused Approach    156
   7.1.1 Problem Talk Creates Problems, Solution Talk Creates Solutions    156
   7.1.2 Focus on the Better Future    157
   7.1.3 No Problem Happens All the Time; There Are Always Exceptions That Can Be Utilized    158
   7.1.4 If It Works, Do More of It    159
   7.1.5 If It’s Not Working, Do Something Different    160
   7.1.6 Small Steps Can Lead to Big Changes    161
   7.1.7 Focus on Strength and Skills    161
   7.1.8 Understand and Trust That Each Person Is an Expert in His or Her Own Situation    162
   7.1.9 Keep the Attitude of Not Knowing    162
   7.1.10 Be Patient and Confident    163
   7.1.11 The Prime Directive of Retrospectives   164
7.2 A Solution-Focused Retrospective in Five Steps    165
   7.2.1 Opening    165
   7.2.2 Set Goals    167
   7.2.3 Find Meaning    170
   7.2.4 Initiate Action    172
   7.2.5 Check Results    175
   7.2.6 A Brief, Solution-Focused Retrospective    176
Chapter 8 Distributed Retrospectives    179
8.1 Forms of Distributed Retrospectives    179
   8.1.1 Multiple Distributed Teams    179
   8.1.2 Teams with Singly Distributed Employees    183
   8.1.3 Scattered Teams    185
8.2 The Right Tools    186
   8.2.1 Web Whiteboard    187
   8.2.2 Stormz Hangout    188
   8.2.3 Lino    189
8.3 General Tips for Distributed Retrospectives    190
   8.3.1 Keep It Short    190
   8.3.2 Stay within the Timeframe    190
   8.3.3 Use Stacking    190
   8.3.4 Prepare the Participants    190
   8.3.5 Use Communication Tools Effectively    191
   8.3.6 Meet Regularly    191
Chapter 9 Alternative Approaches    193
9.1 Work Retrospectives    193
   9.1.1 Set the Stage    194
   9.1.2 Gather Data    194
   9.1.3 Work Phase    195
   9.1.4 Experiences    195
9.2 Fortune Cookie Retrospectives    196
9.3 Powerful Questions    198
Chapter 10 Typical Problems and Pitfalls    201
10.1 Poor Preparation    201
10.2 A Lot of Discussions but No Results    202
   10.2.1 Conflicting Opinions    202
   10.2.2 Indecision    204
   10.2.3 Lack of a Clear Time Frame    205
10.3 Too Many Results   206
10.4 Disinterest in (Further) Improvement    207
   10.4.1 Improvements Were Never Implemented    208
   10.4.2 Improvements Have No Effect    208
   10.4.3 The Team Was Not Given Enough Time    209
10.5 Focus on the Negative    209
10.6 Focus on Factual Topics    210
Chapter 11 Change Management    215
11.1 Agile Change Management    216
11.2 Initiating Change Processes    217
   11.2.1 Set the Stage    217
   11.2.2 Gather Data    219
   11.2.3 Generate Insights    220
   11.2.4 Next Experiments    221
   11.2.5 Closing    223
11.3 Accompanying Change Processes    224
   11.3.1 Set the Stage    224
   11.3.2 Check Hypotheses    224
   11.3.3 Gather Data    225
   11.3.4 Generate Insights    225
   11.3.5 Define Next Experiments    226
   11.3.6 Closing    228
Index    231
Marc Loeffler is a keynote speaker, author, and agile coach. Before encountering agile methods and principles in 2006, he was working as a traditional project manager for companies like Volkswagen AG and Siemens AG. His passion is to help teams implement agile frameworks like Scrum and XP and to transform our world of work. Marc has a passion for helping teams that are struggling with agile transitions and overcoming dysfunctional behavior. He loves to generate new insights by approaching common problems from the other side and trying to wreak havoc on the process deliberately.
Need help? Get in touch
Play
Privacy and cookies
By watching, you agree Pearson can share your viewership data for marketing and analytics for one year, revocable by deleting your cookies.
Pearson eTextbook: What’s on the inside just might surprise you
They say you can’t judge a book by its cover. It’s the same with your students. Meet each one right where they are with an engaging, interactive, personalized learning experience that goes beyond the textbook to fit any schedule, any budget, and any lifestyle.Â
Digital Learning NOW
Extend your professional development and meet your students where they are with free weekly Digital Learning NOW webinars. Attend live, watch on-demand, or listen at your leisure to expand your teaching strategies. Earn digital professional development badges for attending a live session.