linerventures.blogg.se - Agile retrospective ideas

Work didn’t change ad-hoc – we picked what went into the sprint, assigned them, then focused on delivery for the length of the sprint. Team members may share particular anecdotes about how this worked on other teams, prompting a discussion of how you can follow that path as well. The team may agree that politics, gossiping or insecurity should be avoided. 👻 Absence: What practices weren’t present? What makes a team perform well is often as much about the practices they’ve chosen as the one they’ve abstained from.For example, I prefer when my team works in open channels, rather than DMs. Knowing what’s going on is really important to me. If not, you can discuss your different perspectives and get to know each other better. If the team agrees that certain principles matter, adopt them for yourselves. High-performing teams can be built on all kinds of values, and your team needs to determine which ones matter to them. Perhaps it’s all about sharing work early, putting direct feedback even over politeness or perhaps compassion even over direct feedback. 💗 Values: What principles or values did the team exhibit? Encourage team members to think about what underpins how a great team works.In my old team we moved away from reporting what we were doing towards unblocking each other.

We could make sure our daily standup is all about unblocking each other and try to stick to that.

🏏 Practices: What habits or processes helped the team work well together? Team members can share what habits they’ve seen work well, prompting a discussion about whether the team want to bring those habits into their new team.

It’s going to be so cool if we can get it right. I’m so excited about launching version 1.0 of the new app. By reminding them that there are exciting times on the horizon, you can lift the team out of a possible dark cloud.

⛳ Mile Markers: What are we looking forward to? Finally, this prompt focuses the team on the future, and away from the worries they’re feeling.

If anyone needs a hand with Ruby on Rails, I have a pretty solid knowledge of that It also cues team members to look around and see tools and knowledge they have at their disposal, reminding them that even when faced with a difficult task, they’re equipped to tackle it.

👝 Supplies: What do we have available? This prompt lets new team mates share what they can bring to the table, building some familiarity with each other.

I’m worried that our team might not have all the right skills to be successful

Since they don’t know one another, they might not have the trust needed to otherwise voice these concerns. They can gain a sense that they’re not alone in their uncertainty, and also voice challenging feedback.

⛅ Weather: How are you feeling? This explicit prompt lets team members share how they’re feeling anonymously.

Retrospective meetings provide an opportunity to do just that, but since the team doesn’t have a lot of trust, it’s up to the team lead to find a format that gives the team the opportunity to have an honest conversation without putting anyone on the spot. To get to team members comfortable, teams need to voice and process their perspectives on the change that’s happened. Whether the new team came about because of a problem or an opportunity, team members will probably feel uncertain in their new role. When a new team forms, it’s often a chaotic time.

Team members need time to build trust.To get to the performing stage, new teams need to get into their habits quickly. For new teams, these practices aren’t yet second nature, so delivery is often slower. Unlike waterfall development, which depends on a perfect design and a strictly planned roadmap created ahead of time, agile development is built on a set of practices that create fast iteration cycles. New agile teams often haven’t defined the practices that guide their agile development cycle.Team members need to be able to trust one another to fulfil their various roles in the development process and speak up on issues so the team can continuously improve. This is a challenge because strong-performing agile teams are built on trust. Team members may not know each other well, and may not have a rapport with one another.