Рет қаралды 4,356
MJ's techniques for making Scrum Sprint Retrospectives more effective using ideas from Esther Derby, Diana Larson, Norm Kerth, Sam Kaner, Roger Schwarz, and even John Gottman.
Full version with working quizzes is at scrumtrainingseries.com/Sprint...
* What is the purpose of the Sprint Retrospective Meeting? When do we have the Sprint Retrospective Meeting?
* Only learning teams and learning organizations will thrive in the future. A Scrum Master must create this environment for learning, despite the traditional habit of focusing on micro-efficiency.
* To remain a neutral facilitator, Scrum Master has a role outside the team. (Note to certification candidates: Some tests may require you to answer that the Product Owner and Scrum Master are "on the team," an unfortunate oversimplification.)
* Why we need status leveling techniques.
* How to conduct a safety check. (Example responses shown were a real team's actual responses. Note the point spread!)
* The invisible gun no one will tell you you're wearing.
* Group size, unclear Product Ownership, contract relationships, and geographic distribution are usually impediments to full safety.
* Classic Scrum Retrospective (What went well? What could be improved? What did we learn? What still puzzles us?) and example actions.
* People tend to push for particular solutions before agreeing on the problems. Focused conversation principles (ORID: Objective questions, Reflective questions, Interpretive questions, Decision questions) can help.
* Use silent writing to elicit multiple perspectives.
* Retrospective is for the team, not those outside it.
* An example timeline retrospective.
* As the team matures, the Scrum Master's role shifts toward transforming the outer organization.
* Effective decision making for teams.