Improving Agile Retrospectives: Helping Teams Become More Efficient, 1st edition
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Cải thiện các hoạt động cải tiến Agile giới thiệu các kỹ thuật mạnh mẽ, ngắn gọn để dẫn dắt và tham gia vào các hoạt động cải tiến nhằm tiến triển nhanh hơn và mang lại nhiều giá trị hơn. Huấn luyện viên/huấn luyện viên Agile hàng đầu Marc Loeffler đưa ra hướng dẫn thực tế, có thể áp dụng được cũng như các ví dụ chi tiết, tập trung vào kết quả, chỉ ra cách nhận biết và khắc phục những cạm bẫy thường gặp trong quá trình hồi tưởng. Ông chia sẻ những hiểu biết sâu sắc có giá trị về các nghiên cứu hồi cứu phân tán, định hướng giải pháp và hệ thống, đồng thời đưa ra lời khuyên chuyên môn về cách điều chỉnh các nghiên cứu hồi cứu cho phù hợp với nhu cầu riêng của bạn.
- Foreword by Jutta Eckstein xvPreface xix
- Chapter 1 Retrospectives 101 11.1 What Is a Retrospective? 11.2 New Year’s Eve Retrospective 61.3 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 191.4 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 251.5 The Prime Directive 26
- Chapter 2 Preparing Retrospectives 312.1 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? 332.2 The Right Time, the Right Place 342.3 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 382.4 Food 392.5 The Agenda 40
- Chapter 3 The First Retrospective 433.1 Preparation 433.2 Set the Stage: Car Comparison 453.3 Gather Data 463.4 Generate Insights: 5 Whys 493.5 Define Next Experiments: Brainstorming 503.6 Closing: ROTI 53
- Chapter 4 The Retrospective Facilitator 554.1 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 644.3 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 ...804.4 Internal or External 81 4.4.1 Tips for Internal Facilitators 83 4.4.2 External Facilitators 854.5 After the Retro Is Before the Retro 87
- Chapter 5 From the Metaphor to the Retrospective 915.1 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 995.2 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 1035.3 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 1075.4 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 1115.5 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 1196.1 Systems 120 6.1.1 Static and Dynamic 122 6.1.2 Complicated and Complex 1226.2 System Thinking 124 6.2.1 Causal Loop Diagrams 125 6.2.2 Current Reality Tree 137 6.2.3 Limitations of System Thinking 1426.3 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 1557.1 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 1647.2 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 1798.1 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 1858.2 The Right Tools 186 8.2.1 Web Whiteboard 187 8.2.2 Stormz Hangout 188 8.2.3 Lino 1898.3 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 1939.1 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 1959.2 Fortune Cookie Retrospectives 1969.3 Powerful Questions 198
- Chapter 10 Typical Problems and Pitfalls 20110.1 Poor Preparation 20110.2 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 20510.3 Too Many Results 20610.4 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 20910.5 Focus on the Negative 20910.6 Focus on Factual Topics 210
- Chapter 11 Change Management 21511.1 Agile Change Management 21611.2 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 22311.3 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 228Index 231
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