Predicting The Weather: A Weather Forecast Retrospective for Scrum Teams

Using different formats for your Sprint Retrospective is a great way to help a Scrum Team inspect their process through different lenses and perspectives. The Liberators came across the Weather Forecast Retrospective by Barry Heins and shared their experience and (slightly modified) approach here:

Build-your-own Sprint Planning Canvas!

You know, the Business Model Canvas, the Empathy Map, the Product Canvas: They all have one thing in common: Stacking up all the useful questions into one piece of paper, printable starting at A3 (or larger). Guiding the users through the nescesarry steps towards Awesomeness. (To be honest, if I would have had this brainwave before we started the meeting, it probably would have been a lot more easy to go through the process.)

So here it is, the current version of our Sprint Planning Canvas. As a team, we are still tweaking it to ask us all the right questions we need, so this is only the 0.3 version… But it’s good enough to give you an impression.

Find the complete post here:

Enhancing Sprint Review With The Speed Boat Game

The Speed Boat game explores user’s pains and jobs. The heart of the game is a metaphor of a Speed Boat (product). It has anchors: current problems and pains in using the Product that prevents it from moving forward. The stronger the anchor, the higher amount of customer pain, the more anchor slows the boat down.

Read all about it here:

Retroformat for teams that have not yet experienced a useful learning retrospective

Team identifies things that help, but the can’t control. “Thank the org” – let them know to continue these things!

Things they can’t control and hold them back… Escalate. Inform mgmt, coaches, etc.

How to facilitate this:

Found this information on Twitter:

A Fun Way of Giving Feedback – The 360 Dinner

How does it work?

#1: Invite your team to a nice dinner: Let colleagues know in advance this will be a special 360 Degree Feedback Dinner.

#2: During the meal you’ll give each other feedback: One person will start and the rest of the team will take a few minutes telling that person both positive and negative things. The feedback must be honest and genuine with the aim of moving people forward, not roasting them or pounding them into the ground. 

#3: The person on the receiving end can answer questions or comments and then thank everyone for their thoughts. Once that person is done move on to the next. This can take a long time so carve out a few hours.

#4: This feedback works best if afterwards each person comes up with a few takeaways/themes based on the feedback they got for what they want to improve. They should then communicate that to the team so that colleagues can hold each other to account and check in every few months to see how they’re progressing. 

Change doesn’t happen in a vacuum, in fact when we tell people we’re trying to change it happens 90 percent faster than if we don’t tell anyone.

How I Used the Spotify Squad Health Check Model

The ‘Squad Health Check Model’ is an approach that visualises the ‘health’ of a team. It covers areas like teamwork, fun, easy to release, learning, the health of codebase. While discussing the different health indicators, the team builds up self-awareness about what’s working and what’s not. The broad selection of questions helps expand their perspective. Perhaps they were well aware of the code quality issues but hadn’t really thought about the customer value perspective, or how fast they learn. It also provides a balanced perspective, showing the good stuff as well as the pain points.

Read how Barry Overeem usde the Spotify Squad Health Check Model in this article:

An Exercise to Help Your Team Feel More Comfortable with Conflict

Have you noticed your organization becoming so focused on building a happy, engaged workforce that your leaders are becoming profoundly conflict-avoidant? I see examples of this all the time. One clue that your team is avoiding conflict is if the least bit of discomfort in a meeting causes someone to suggest that you “take it offline.” This, of course, triggers the meeting-after-the-meeting phenomenon — another hallmark of a conflict-avoidant culture.

You can normalize productive conflict on your team by using an exercise to map out the unique value of each role and the tensions that should exist among them. Here’s how. Draw a circle and divide that circle into enough wedges to represent each role on your team. For each role, ask:

1) What is the unique value of this role on this team? What should this person be paying attention to that no one else is? What would we miss if this role wasn’t here?

2) On which stakeholders is this role focused? Whom does it serve? Who defines success?

3) What is the most common tension this role puts on team discussions? What one thing does the person in this role have to say that frequently makes others bristle?

Read the complete article and other intersting articles related to handling conflict here: