{"id":887,"date":"2020-01-17T06:41:05","date_gmt":"2020-01-17T05:41:05","guid":{"rendered":"https:\/\/agilerasmus.com\/wordpress\/?p=887"},"modified":"2020-01-17T06:42:06","modified_gmt":"2020-01-17T05:42:06","slug":"organizational-retrospective","status":"publish","type":"post","link":"https:\/\/agilerasmus.com\/wordpress\/organizational-retrospective\/","title":{"rendered":"Organizational retrospective"},"content":{"rendered":"\n<p><\/p>\n\n\n\n<p>Once an organization have existed for a longer period (6-12 months) it may prove valuable to stop and perform an organizational retrospective, i.e. take a holistic approach to the good and bad things occurring daily. As a manager, you may wonder if the teams are balanced correctly whereas a team member may wonder if others are facing the same issues as them. <\/p>\n\n\n\n<p>To unveil good\nand bad things in the organization I have often used two practices in\ncombination for organizational retrospective: team self-assessment and flow\nanalysis. <\/p>\n\n\n\n<h2><a>Team\nassessment<\/a><\/h2>\n\n\n\n<p>A team\nassessment can be a great offset for getting insights into how a team or\norganization is performing. In addition, the assessment can be used to build up\na baseline for setting objectives and defining key results. <\/p>\n\n\n\n<p>The format\nof assessment depends on the level of trust in the organization. If the level\nof trust is low, I prefer people answering alone using online survey tools. If\nthe level of trust is high, I prefer to gather people to do a joint discussion\non the questions. <\/p>\n\n\n\n<p>Choosing\nthe right assessment is key to the results that you are trying to achieve.\nBelow are a few that I have used and their applicability:<\/p>\n\n\n\n<ul><li>Scrum\nChecklist<br>\nHenrik Kniberg has made a very good and elaborate checklist that can be used to\nassess the adoption of Scrum. This is beneficial in a transformation period to\nverify that Scrum is being implemented in the best way possible. If you want to\ngive it a try, simply search for it on Google \u2013 it\u2019s free.<\/li><li>Team\nComposition<br>\nThis book covers a \u201cGreat team\u201d checklist that is method agnostic (find in the\nchapter \u201cTeam composition\u201d). It focuses on the elements that are crucial for a\nteam to go from storming into performing. This is beneficial if the method is subordinate\nand the team dynamics is king. <\/li><li>Self-constructed\nassessments<br>\nIf your goal is \u201cin between\u201d the two, you may choose to design your own\nassessments that address the actual issue that you want to focus on. This can\nbe a combination of existing assessments or something brand new. The caveat\nhere is that defining survey questions requires mastery and the outcome will\ndepend heavily on the quality of the questions.<\/li><\/ul>\n\n\n\n<p>When\nexecuting the survey there are at least two important things to note:<\/p>\n\n\n\n<ul><li>Are\nyou going to compare results a cross the organization? If so, make sure that\nyou clearly define the scale that the answers relate to. If you use a Likert\nscale (1-5), make sure that each step in the scale is clearly defined so\nanswers are comparable. <\/li><li>If\nnot, make sure to schedule time for the team to discuss the questions and the answer.\nNote down any inputs that they have. If you use a Likert scale (1-5) a high\nscore is typically good, and a low score is bad. This may not be the case when\nthe team discusses; they may have chosen to act in a certain way which results\nin a low score, but, is a good thing. <\/li><\/ul>\n\n\n\n<p>Make sure\nto present the output of the assessment to the involved teams and tell them\nwhat the output is being used for. Also, make sure to repeat the same\nassessment in the same format to track improvements over time. <\/p>\n\n\n\n<h2><a>Flow\nanalysis<\/a><\/h2>\n\n\n\n<p>The aim of\na flow workshop is to illustrate the actual process of the team while\nidentifying the roles involved, pinpointing impediments that are hindering the\nflow and positive factors that are assisting the flow. <\/p>\n\n\n\n<p>To build up\nthe flow diagram I use the following structure:<\/p>\n\n\n\n<ul><li>Describe\nflow<\/li><li>Identify\nroles involved<\/li><li>Brainstorm\non impediments and positive factors<\/li><\/ul>\n\n\n\n<h3><a>Describe\nflow<\/a><\/h3>\n\n\n\n<p>In the\nfirst step, we want to describe all the activities or steps that is needed from\nan idea emerges and until the customer can use the output. In order to describe\nthe activities, we agree on two cases that we want to use. This is done using a\nvariant of the Liberating Structure pattern called \u201c1-2-4-all\u201d:<\/p>\n\n\n\n<ul><li>Each\nparticipant spends 5 minutes to find two cases: one where everything went well\nand one with plenty of potential for improvements<\/li><li>Participants\npair up and agree on two cases in a timebox of 5 minutes<\/li><li>Participants\ndivide in groups of 4 and agree on two cases in a timebox of 5 minutes<\/li><li>Plenum\ndiscussion to agree on two shared cases to use going forward<\/li><\/ul>\n\n\n\n<p>Having two\ncases, we now move on to defining the activities. The team self-organizes into\ntwo group and spends 20 minutes on identifying the activities from an idea\nemerges until the customer can use the output. Each activity is placed on a\ntimeline and written on yellow post-its. This results in two timelines, one for\neach case.<\/p>\n\n\n\n<p>After the\ntimebox of 20 minutes, each group presents their timeline and try to build a\nshared timeline:<\/p>\n\n\n\n<ul><li>Take\nthe first activity from the first group<\/li><li>Place\nit on the joint timeline as the first activity<\/li><li>Verify\nthat the other group does not have activities that precedes the first activity<\/li><li>If\nthe other group have similar activities, they are bundled, and a common title\nis agreed<\/li><li>Repeat\nuntil done<\/li><\/ul>\n\n\n\n<p>This step\nis depending on a skilled facilitator as both groups will tend to refer to\ntheir own timeline as \u201cthe correct one\u201d.<\/p>\n\n\n\n<h3><a>Identify\nroles involved<\/a><\/h3>\n\n\n\n<p>The hard\npart of the flow analysis is now over, and we move the focus and investigate\nthe involved roles for each activity. This is a plenum exercise where the\nfacilitator takes each task and ask, \u201cwhat roles are involved in this\nactivity?\u201d. All input is noted down by the participants on blue post-its and\nplaced under the activity in the timeline. <\/p>\n\n\n\n<h3><a>Brainstorm\non impediments and positive factors<\/a><\/h3>\n\n\n\n<p>Having the\nroles and activities identified, we arrive at the most important part of the\nworkshop: identifying impediments and positive factors. <\/p>\n\n\n\n<p>Divide the\nteam into groups of 2-3 persons. Let them brainstorm in their groups for 15\nminutes noting down impediments on red post-its and positive factors on green\npost-its. The post-its are placed under the activity and roles in the timeline.\nMake sure that all groups circulate to brainstorm on all parts of the flow. <\/p>\n\n\n\n<h2><a>Combining\nthe output<\/a><\/h2>\n\n\n\n<p>To conclude\nthe flow analysis and assessments, it\u2019s vital to look at the two dataset and\ndecide:<\/p>\n\n\n\n<ul><li>What\nimpediments do we want to fix?<\/li><li>Which\npositive factors do we want to enhance?<\/li><li>Use\nthe results from the assessment to give input on what you want to fix or\nenhance<\/li><li>Decide\nwhich parts of the assessment can be used to measure progress <\/li><li>Set\na measurable goal, e.g. \u201cwe believe that we can raise the team score from 3.2\nto 4.0 by having the team co-located\u201d<\/li><li>Decide\nhow to follow-up<\/li><\/ul>\n<!-- AddThis Advanced Settings generic via filter on the_content --><!-- AddThis Share Buttons generic via filter on the_content -->","protected":false},"excerpt":{"rendered":"<p>Once an organization have existed for a longer period (6-12 months) it may prove valuable to stop and perform an organizational retrospective, i.e. take a holistic approach to the good and bad things occurring daily&#8230;.<!-- AddThis Advanced Settings generic via filter on get_the_excerpt --><!-- AddThis Share Buttons generic via filter on get_the_excerpt --><\/p>\n","protected":false},"author":1,"featured_media":888,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"spay_email":"","jetpack_publicize_message":"Once an organization have existed for a longer period (6-12 months) it may prove valuable to stop and perform an organizational retrospective, i.e. take a holistic approach to the good and bad things occurring daily. 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Are you stuck with the same agenda resulting in the same, ongoing, discussion from meeting to meeting? Retrospectives are the corner stone of any team adopting the agile mindset on their way to becoming a high performing team. The goal of\u2026","rel":"","context":"In &quot;English&quot;","img":{"alt_text":"","src":"https:\/\/i0.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2014\/07\/children-593313_1280.jpg?fit=1200%2C800&ssl=1&resize=350%2C200","width":350,"height":200},"classes":[]},{"id":57,"url":"https:\/\/agilerasmus.com\/wordpress\/importance-of-retrospectives\/","url_meta":{"origin":887,"position":1},"title":"Importance of retrospectives","date":"July 9, 2014","format":false,"excerpt":"Whew, we are busy at work. The summer holidays are approaching for most and all tasks must be closed or transferred before the office will be empty. I personally have been buried in Lean consulting work, but also been gifted with tasks as facilitator of Retrospective Meetings with various teams.Why\u2026","rel":"","context":"In &quot;English&quot;","img":{"alt_text":"","src":"https:\/\/i0.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2014\/07\/retro1.jpg?fit=1200%2C800&ssl=1&resize=350%2C200","width":350,"height":200},"classes":[]},{"id":84,"url":"https:\/\/agilerasmus.com\/wordpress\/5-minutes-retrospective\/","url_meta":{"origin":887,"position":2},"title":"5 minutes retrospective","date":"April 4, 2013","format":false,"excerpt":"Looking for a way to give your team a kick start at the retrospective meeting? Try having a 5 minutes retrospective - I\u2019ll tell you how\u2026 Invite your team for the usual time slot allocated for the sprint retrospective meeting Prepare the meeting room by hanging up a poster with\u2026","rel":"","context":"In &quot;English&quot;","img":{"alt_text":"","src":"https:\/\/i0.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2016\/12\/5min.jpg?fit=500%2C212&ssl=1&resize=350%2C200","width":350,"height":200},"classes":[]},{"id":63,"url":"https:\/\/agilerasmus.com\/wordpress\/breaking-agile-retrospective-meetings\/","url_meta":{"origin":887,"position":3},"title":"Breaking agile: Retrospective meetings","date":"February 10, 2014","format":false,"excerpt":"In my daily work as an agile coach i have observed a wide range of wisdom pearls that all contribute to the break down of the agile mindset. Read this and the following blog entries to get hints on how YOU can sabotage your project with high impact! It is\u2026","rel":"","context":"In &quot;English&quot;","img":{"alt_text":"","src":"https:\/\/i0.wp.com\/agilerasmus.com\/wordpress\/wp-content\/uploads\/2016\/12\/bombe.png?fit=500%2C436&ssl=1&resize=350%2C200","width":350,"height":200},"classes":[]},{"id":116,"url":"https:\/\/agilerasmus.com\/wordpress\/breaking-agile-retrospective-meetings-2\/","url_meta":{"origin":887,"position":4},"title":"Breaking agile &#8211; Retrospective meetings","date":"February 10, 2014","format":false,"excerpt":"I dette indl\u00e6g vil jeg guide dig til nedbrydning af den agile tanke om retrospective meetings. I mit daglige virke som agile coach har jeg observeret en r\u00e6kke guldkorn der alle bidrager til nedbrydning af den agile tankegang. 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