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Improving Agile Retrospectives (Addison-Wesley Signature Series (Cohn))

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en Limba Engleză Paperback – 02 Jan 2018

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Specificații

ISBN-13: 9780134678344
ISBN-10: 0134678346
Pagini: 272
Dimensiuni: 151 x 228 x 17 mm
Greutate: 0.38 kg
Editura: Pearson Education (US)
Colecția Addison-Wesley Signature Series (Cohn)
Seria Addison-Wesley Signature Series (Cohn)


Notă biografică

Marc Loeffler is a keynote speaker, author, and agile coach. Before encountering agile methods and principles in 2006, he was working as a traditional project manager for companies like Volkswagen AG and Siemens AG. His passion is to help teams implement agile frameworks like Scrum and XP and to transform our world of work. Marc has a passion for helping teams that are struggling with agile transitions and overcoming dysfunctional behavior. He loves to generate new insights by approaching common problems from the other side and trying to wreak havoc on the process deliberately.

Cuprins

Foreword by Jutta Eckstein xv Preface xix Chapter 1 Retrospectives 101 1 1.1 What Is a Retrospective? 1 1.2 New Year's Eve Retrospective 6 1.3 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 19 1.4 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 25 1.5 The Prime Directive 26 Chapter 2 Preparing Retrospectives 31 2.1 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? 33 2.2 The Right Time, the Right Place 34 2.3 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 38 2.4 Food 39 2.5 The Agenda 40 Chapter 3 The First Retrospective 43 3.1 Preparation 43 3.2 Set the Stage: Car Comparison 45 3.3 Gather Data 46 3.4 Generate Insights: 5 Whys 49 3.5 Define Next Experiments: Brainstorming 50 3.6 Closing: ROTI 53 Chapter 4 The Retrospective Facilitator 55 4.1 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 64 4.3 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 ...80 4.4 Internal or External 81 4.4.1 Tips for Internal Facilitators 83 4.4.2 External Facilitators 85 4.5 After the Retro Is Before the Retro 87 Chapter 5 From the Metaphor to the Retrospective 91 5.1 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 99 5.2 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 103 5.3 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 107 5.4 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 111 5.5 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 119 6.1 Systems 120 6.1.1 Static and Dynamic 122 6.1.2 Complicated and Complex 122 6.2 System Thinking 124 6.2.1 Causal Loop Diagrams 125 6.2.2 Current Reality Tree 137 6.2.3 Limitations of System Thinking 142 6.3 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 155 7.1 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 164 7.2 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 179 8.1 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 185 8.2 The Right Tools 186 8.2.1 Web Whiteboard 187 8.2.2 Stormz Hangout 188 8.2.3 Lino 189 8.3 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 193 9.1 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 195 9.2 Fortune Cookie Retrospectives 196 9.3 Powerful Questions 198 Chapter 10 Typical Problems and Pitfalls 201 10.1 Poor Preparation 201 10.2 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 205 10.3 Too Many Results 206 10.4 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 209 10.5 Focus on the Negative 209 10.6 Focus on Factual Topics 210 Chapter 11 Change Management 215 11.1 Agile Change Management 216 11.2 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 223 11.3 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 228 Index 231