Agile Retrospective Quotes

A retrospective’s huge potential for learning should not be off-limits to any team member.

Ellen Braun, an accomplished agile manager, noticed that different behaviors emerge over time as telltale signs of a team’s emotional maturity, a key component in their ability to adjust as things happen to them and to get to the tipping point when “an individual’s self interest shifts to alignment with the behaviors that support team achievement” (Braun 2010). It is better to know some of the questions than all of the answers. —James Thurber Team Dynamics Survey Ellen created a list of survey questions she first used as personal reflection while she observed teams in action. Using these questions the same way, as a pathway to reflection, an agile coach can gain insight into potential team problems or areas for emotional growth. Using them with the team will be more insightful, perhaps as material for a retrospective where the team has the time and space to chew on the ideas that come up. While the team sprints, though, mull them over on your own, and notice what they tell you about team dynamics (Braun 2010). • How much does humor come into day-to-day interaction within the team? • What are the initial behaviors that the team shows in times of difficulty and stress? • How often are contradictory views raised by team members (including junior team members)? • When contradictory views are raised by team members, how often are they fully discussed? • Based on the norms of the team, how often do team members compromise in the course of usual team interactions (when not forced by circumstances)? • To what extent can any team member provide feedback to any other team member (think about negative and positive feedback)? • To what extent does any team member actually provide feedback to any other team member? • How likely would it be that a team member would discuss issues with your performance or behavior with another team member without giving feedback to you directly (triangulating)? • To what extent do you as an individual get support from your team on your personal career goals (such as learning a new skill from a team member)? • How likely would you be to ask team members for help if it required your admission that you were struggling with a work issue? • How likely would you be to share personal information with the team that made you feel vulnerable? • To what extent is the team likely to bring into team discussions an issue that may create conflict or disagreement within the team? • How likely or willing are you to bring into a team discussion an issue that is likely to have many different conflicting points of view? • If you bring an item into a team discussion that is likely to have many different conflicting points of view, how often does the team reach a consensus that takes into consideration all points of view and feels workable to you? • Can you identify an instance in the past two work days when you felt a sense of warmth or inclusion within the context of your team? • Can you identify an instance in the past two days when you felt a sense of disdain or exclusion within the context of your team? • How much does the team make you feel accountable for your work? Mulling over these questions solo or posing them to the team will likely generate a lot of raw material to consider. When you step back from the many answers, perhaps one or two themes jump out at you, signaling the “big things” to address.

Choose activities that support the goal of the retrospective. If there’s no way to discuss the activity that makes a connection between the activity and the work, omit it. We’re not against games and simulations—in fact we use them often—when they serve a purpose and move the retrospective forward. Icebreakers, energizers, and games that don’t relate to the work don’t fit in retrospectives. There’s only so much time, so don’t waste it with activities that are “just for fun.” Have fun, but have a purpose.

Dana followed a specific structure: Set the stage. Gather data. Generate insights. Decide what to do. Close the retrospective.

Then ask everyone in the room to speak. When someone doesn’t speak at the beginning of the retrospective, that person has tacit permission to remain silent for the rest of the session.

Useful goals for retrospectives include the following: Find ways to improve our practices. Discover what we were doing well. Understand reasons behind missed targets. Find ways to improve our responsiveness to customers. Rebuild damaged relationships.

The first time you attempt a retrospective that goes beyond asking “What went well?” and “What should we do differently?” it will take time to prepare.

Group dynamics include team member interactions and emotions. You aren’t responsible for other people’s emotions, but as retrospective leader, you are responsible for keeping the session productive. And that means you need to be prepared to handle emotional interactions and situations.

Hold it.” Then say, “I want to hear what you have to say, and I can’t when you’re shouting. Can you tell us why without shouting?

Without a good facilitator, a retrospective most likely will be a disaster.

Before starting a retrospective, you need to think about which exercises would be most suitable.

Retrospectives can make your organization faster, more efficient and innovative.

Rituals bring people together, allowing them to focus on what is important and to acknowledge significant events or accomplishments.

With a loaded backlog, no planning meetings are necessary. There are no milestones, no sprints, and no retrospectives. Kanban flows continuously, so long as there is work to do. Naturally,

Cooperation is the act of working with others and acting together to accomplish a job. A team is a partnership of unique people who bring out the very best in each other, and who know that even though they are wonderful as individuals, they are even better together. Coming together is a beginning; staying together is progress; working together is success.

The Agile project manager plays a crucial role in ensuring the successful delivery of projects using Agile methodologies. They act as facilitators, coaches, and leaders, guiding the team through the iterative development process. Here are some key responsibilities of an Agile project manager: Orchestrating the project's lifecycle: This involves planning and breakdown of work into sprints, facilitating ceremonies like daily stand-ups, sprint planning, and retrospectives, and ensuring the project progresses smoothly towards its goals. Promoting collaboration and communication: Agile thrives on open communication and collaboration. The project manager fosters an environment where team members feel comfortable sharing ideas, concerns, and updates. They actively remove roadblocks and ensure everyone is aligned with the project vision and goals. Empowering the team: Agile teams are self-organizing and empowered to make decisions. The project manager provides guidance and support but avoids micromanaging. They trust the team's expertise and encourage them to take ownership of their work. Stakeholder management: The project manager acts as a bridge between the development team and stakeholders, including clients, sponsors, and other interested parties. They keep stakeholders informed of project progress, manage expectations, and address their concerns. Continuous improvement: Agile is an iterative process that emphasizes continuous improvement. The project manager actively seeks feedback from team members and stakeholders, analyzes project data, and identifies areas for improvement. They implement changes to the process and tools to enhance efficiency and effectiveness. Overall, the Agile project manager plays a vital role in driving successful project delivery through Agile methodologies. They wear multiple hats, acting as facilitators, coaches, leaders, and problem-solvers, ensuring the team has the resources, support, and environment they need to thrive.

In the agile model, every sprint lasts for about 2 to 4 weeks where the developer has to spend 20% time on design, 40% on development and 40% on testing, which includes daily stand up call and other sprint meetings such as planning, review and retrospective.

A team is a group of people focused on a common goal, in which each individual adjusts their actions, habits, and work preferences in order to achieve the group’s common goal. The team’s effectiveness depends on the members’ capacity to work together. It is directly related to the group’s ability to make the best use of the individuals’ skills.

We need to uncover better ways to improve and retrospectives can provide the solution.

Getting feasible actions out of a retrospective and getting them done helps teams to learn and improve.

The goal of retrospectives is help teams to continuously improve their way of working.

Agile retrospectives give the power to the team, where it belongs!

With agile retrospectives the team drives their own actions!

Agile retrospectives are a great way to continuously improve the way of working.