Retrospective activity speed car abyss

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Paulo Caroli

Agile team retrospective activity; retrospective, futurospective. A forward facing activity with an eye on the past.

Technology Entertainment & Humor

Speed Car - Abyss retrospective exercise 07/11/11

Speed Car Abyss Activity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Activity instructios: total 40 minutes ,[object Object],[object Object],[object Object],[object Object],[object Object]

Next Steps ,[object Object],[object Object],[object Object],[object Object]

Retrospectives are one of the most important and common Agile ceremonies, but are you and your team bored with them? Do you always use the same, old format, or are they just proving to be ineffective? The aim of this session is to empower you to change things up within your team and really value the Iteration Retrospective. You will learn about a number of new and different Retrospective techniques that you can start using immediately at your next Retro. I will also include real life experience what it was like to use each format and provide advice on when to use each format. Let's bring life back to the Retrospective. It's time for the Return of the Retrospective!

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How agile coaches help us win the agile coach role @ Spotify

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"« Je pense qu’on devrait faire ça. » « Ah, mais par quoi commencer ? » « Où se trouve cette fonctionnalité dans le flot ? » Définir LE bon produit n’est jamais facile. Le « User Story Mapping » est un cadre simple et puissant qui génère les bonnes conversations et permet de co-créer la vision du produit à bâtir. Venez (re)découvrir cet outil par la pratique en construisant une map ensemble !" Atelier par Jean-Christophe Lauffer et Alain Benoit au Agile Tour Montréal 2018

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Very frequently, when we discuss a change initiative failure, we point as one of key reasons of the failure lack of support from top management. Much effort on team level is wasted because the organization on high level is set up to preserve status quo. For a change agent looking to set an organization on a path on continuous, evolutionary change addressing the issue of stale mindset of the leaders of the company is frequently the key obstacle to overcome. Usually, a different set of tools is required to achieve that, especially for internal change agents who have hierarchy working against them. I will show how we can use Portfolio Kanban as a low-friction method, which might be used by change agents, to steer mindset change among top managers. Similarly to team-level Kanban a few simple rules help to change how we look at project or product portfolio and how the work flows on high level. Thinking about Kanban on portfolio level introduces the whole new set of challenges that can’t be solved with standard approach, so it is also a story about Kanban versatility and adaptability. After all, if end results include better understanding of how the work is done, improved effectiveness and healthier work environment for teams it is worth giving a try, isn’t it?

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Scalability is currently a big topic in the agile world. Most agile methods and practices often reach their limits when one wants to “agilize" more than a few teams, let alone one wants to achieve real agile collaboration of several hundert people. The main problem is that many agile methods focus on the team. Kanban follows a completely different path - Kanban is not a team method! Kanban is a management method which focuses on generating value. "Manage work and not workers" is one of the key messages of the Lean Kanban management philosophy. Therefore, scalability is not a real topic within Kanban: if you focus on value generation of work, scaling Kanban simple means doing more Kanban - it’s inherent scalable. In this session I show how one could use Kanban at scale. Besides the general schematic explanation I will also show a case study where Kanban is used to coordinate work of more than 200 people.

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