Module 09 demos and retrospectives gla
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Transcript of Module 09 demos and retrospectives gla
Agile Training
©2010 David Consulting Group
09 Demonstrations and Retrospectives
2013The David Consulting Group
Tom Cagley, CFPS, CSMVP of Consulting
©2010 David Consulting Group
The Scrum Process
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1 3 5 7 9 11 13 15 17 19 21 23 25 27 29 31 33 35 37 39 41
Days
Burn-up Chart Example
Done
24 Hours
1-2 Weeks
Daily Standup
Iteration BacklogProduct
Backlog
Continuous Reporting
Demo
Iteration Planning
PotentiallyShippable
Retrospective
©2010 David Consulting Group
Sample Two Week Iteration Calendar
Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting
Demo (1 hour)
Retrospective(1 hour)
Iteration Planning (2-4 Hours)
Standup Meeting Standup Meeting Standup Meeting Standup Meeting
Itera
tion
1
Pre-Planning Meeting (1 hour)
Standup Meeting Standup Meeting Standup Meeting Standup Meeting Standup Meeting
Demo (1 hour)
Retrospective(1 hour)
Iteration Planning (2-4 Hours)
Standup Meeting Standup Meeting Standup Meeting Standup Meeting
Itera
tion
2
Pre-Planning Meeting (1 hour)
©2010 David Consulting Group
The Hurdle: Done
• Definition of Done is a simple list of activities that add verifiable/demonstrable value to the product.
• Focused on value-added steps to allow the team to focus on what must be completed in order to build software while eliminating wasteful activities.
• Agreed in advance of the iteration.
Source: http://www.scrumalliance.org/articles/105-what-is-definition-of-done-dod
Definition of Done•writing code•commenting code •unit testing•integration testing•creating release notes•creating design documents•user testing•training completed
©2010 David Consulting Group
Planning the Iteration Demo / Review Meeting
• Scheduled by the Scrum Master for the last day of the iteration
• Target 1 hour to complete• Includes all members of the core team, and external
stakeholders such as IT Leadership, clients, and business users
©2010 David Consulting Group
Running the Iteration Demo#1 – Setup the Demonstration
– Make introductions, if necessary.– Review the business goals or theme of the iteration (if appropriate)– Identify issues or challenges that impacted the iteration goals. – Explain what the demo will show and what won't be working or is intentionally
'mocked' or stubbed out. #2 – Run the Demonstration
– Review the specific user story that will be demonstrated– Demonstrate the system or solution, ideally with the Product Owner talking and
someone managing the keyboard/mouse. – Capture any defects or issues and update backlog
#3 – Ask for Feedback– When the demo is over, ask for feedback and also ask if the sponsors and
stakeholders think things are on track (solicit feedback when the experience is fresh in their minds).
©2010 David Consulting Group
Avoid If At All Possible
• Some things to avoid when showing a demo include:
– software code – graphs or “stoplight” success indicators of unit tests – excessive emphasis on PowerPoint slides or
screenshots of what the system should look like – Product Owner surprises
©2010 David Consulting Group
Possible Outcomes Of A Demo
Applause!
©2010 David Consulting Group
Sprint Retrospective Meeting
• Scheduled by the Scrum Master and held directly after the demo, and before Iteration planning
• Target 1 hour to complete• Purpose is for Scrum team to discuss
– What went well– What did not go well– What can be improved in subsequent sprints
©2010 David Consulting Group
How To: Retrospectives Overview
• Retrospectives can be applied for Iterations, Releases and Surprise
• Process– Norm Kerth's Prime Directive– Brainstorming (30 minutes ish)– Affinity Diagramming / Mute Mapping (10 minutes ish)– Retrospective objective (20 minutes ish)
©2010 David Consulting Group
How To: Norm Kerth’s Prime Directive
Regardless of what we discover today, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.
• Ask each attendee in turn if he agrees to the Prime Directive • Get a verbal "yes“ (IMPORTANT TO GET A VERBAL YES)• If not, I ask if he can set aside his skepticism just for this one meeting.
If an attendee still won't agree, don't conduct the retrospective.
©2010 David Consulting Group
How To: Brainstorming
• Hand out index cards and pencils, then write the following headings on the whiteboard:
– Enjoyable– Frustrating– Puzzling– Same– More– Less
• Ask the group to reflect on the events of the iteration and brainstorm ideas that fall into these categories. Write each idea on a separate index card.
• Note ask each person to call out the idea as they write it.
©2010 David Consulting Group
How To: Affinity Diagramming / Mute Grouping• Ask the whole group to go to the board and
group the ideas– Put related cards together– Put unrelated cards far apart– No talking
• Once complete the facilitator will circle groups and discuss the name of the group
• When named vote on which categories to improve during the next iteration.
• Hand out little stickers to represent votes. Give each person five votes.
• Participants can put all their votes on one category if they wish, or spread their votes.
©2010 David Consulting Group
How To: Retrospective Objective / Fix One Thing
• After the voting ends, one category should be the clear winner. If not, don't spend too much time on it; flip a coin or something.
• Discard the cards from the other categories. • Frustrated that your favorite category lost? Wait a month or two. If it's
important, it will win eventually.• Come up with options for improving the ONE category.
– Brainstorm some ideas. Half a dozen should suffice.– Don't be too detailed when coming up with ideas for improvement. A general
direction is good enough.
• When you have several ideas, ask the group which one they think is best. If there isn't a clear consensus, vote.
• This final vote is your retrospective objective. Pick just one!• To encourage follow-through, make the retrospective objective part of
the iteration.
©2010 David Consulting Group
Questions . . .
Tom CagleyVP of ConsultingThe David Consulting [email protected](440) 668-5717