6 thinking hats

ERNI Service@Work 2014 - Q2

Retrospective Facilitation

The Six Thinking Hats

TERRIFIED


Retrospective Facilitation - The Six Thinking Hats

This workshop is about Scrum

Restrospectives

First we need some scrum iteration

Use the Six Thinking Hats

technique



Session Schedule

• PRESENTATION [5 min]• SCRUM SIMULATION: THE SCRUMLINER [5 min]• SCRUMLINER SPRINT 1 [20 min]• SCRUM RETROSPECTIVE THEORY

& SIX THINKING HATS THEORY [10 min]• SPRINT 1 RESTROSPECTIVE [40 min]• RESTROSPECTIVE PRESENTATIONS [5 min]• SCRUMLINER SPRINT 2 [15 min]• RESULTS & FOTOS



Scrum Simulation:The ScrumLiner



ScrumLiner

TargetBuild an airliner out of paper using Scrum



ScrumLiner

Game Preparation

2 Scrum Teams of 6 people each. Decide:

- 1 Product Owner- 1 Scrum Master- 3 Engineer- 1 QA

Use the materials available



ScrumLiner

Product Backlog



ScrumLiner

Expected result



ScrumLinerSprint 1



ScrumLiner

Sprint 1 Timing

- Sprint Planning: 5 min- Sprint Execution: 12-15 min- Sprint Review: 2-5 min

Total Sprint Time: 20 min

Scrum Master must manage the timing and arrange meetingsAssign tasks during the planningAcceptance Criteria must be tested and approved before the reviewPresent results to the PO at the review

DO A REGULAR SCRUM SPRINT: PLANNING, EXECUTION & REVIEW



Scrum Retrospective Theory




“An opportinuty for the Scrum Team to inspect itself and create a plan for improvements”

- SCRUM GUIDE -

“A meeting to discuss what was successful , what could be improved, and how to incorporate the successes and

improvements”

- WIKIPEDIA -

“Retrospectives are widely regarded as the most indispensable of people-focused agile techniques”

- MSDN -

The Press




“Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the

time, their skills and abilities, the resources available, and the situation

at hand.”

Prime Directive




The entire Scrum Team attends each Sprint Retrospective:• Product Owner • Development Team • QA Team• Scrum Master

In some cases, Scrum Teams invite other participants to the meeting. This can be especially helpful when working closely with customers or other stakeholders (IT, managers, etc.).

Participants




“ Promoting Continuous Improvement of Agile Teams”

(principle of kaizen)

Target




• Team agreements• Patterns of collaboration with product owner• Patterns of collaboration between Dev and QA• Patterns of collaboration with external teams

(IT…)

Executable Action Items




• Continuously improvement

• Think creatively• Happier team

Emotional results




Esther Derby and Diana Larsen

Reference

www.retrospectivewiki.org




Basic Retrospective Technique• What went well during the Sprint? (green stickies)

• What didn’t go so well during the Sprint? (red stickies)• What could we do differently to improve? (yellow stickies)




Derby & Larsen Extended Technique

(SUMMARY)




• The facilitator:

• thanks all the participants for coming.

• empowers members to speak honestly.

• uses the Prime Directive.

1. Set the stage




• Each member of the team should answer what went well, wrong, improved and new improvements.

• The most suggested way to gather data is by using silent brainstorming.

• Identical or closely related topics demonstrates how prevalent or important that topic is.

2. Gather data




• Discuss or explain the themes represented by the generated data.

• No judgement is applied when ideas are expressed.

• Priorize the themed groups by vote and discover the top items where improvement is desired.

• Identify the top topics for discussion.

3. Generate insights




• Generate ideas and discusse on how to improve a specific topic

• Each topic will have one or more Executable Action Items attached that address the described issue.

• Decide what / who / when to commit to execution each action item.

4. Decide what to do




• Closing the retrospective helps the team leave the meeting with a positive feeling that something good will come from all their work.

• This helps to encourage them to participate more in future retrospectives.

5. Close the retrospective



Six Thinking Hats Theory




Theory description

Parallel thinking is defined as a thinking process where focus is split in specific directions.

Parallel thinking is described as a constructive alternative to "adversarial thinking"

Edward de Bono




Some behaviours & moods

Successful people think from a very positive viewpoint, but they may underestimate potential danger or risks

Pessimists can identify risks sooner, but may be excessively defensive

Emotional people can call for team trust, but may fail to look at decisions calmly and rationally




Change your thinking style

Different thinking styles are associated with a different coloured hat each hat identifies a type of thinking a hat is a direction of thinkingThe participants group to adopt the particular thinking style represented by each coloured hat.

This forces each participant to move outside his/her habitual thinking style, and helps to get a more rounded view of a situation




Advantages

Decisions and plans will mix ambition, skill in execution, public sensitivity, creativity or good contingency planning.

Enables each person's unique point of view to be included and considered.

Encourages, for instance, even the most pessimistic or negative people to think of the positive outcomes of a given situation. Provides a framework to help people think clearly and thoroughly by directing their thinking attention in one direction at a time.




The 6 Hats




The Blue Hat

The meta-hat

The Blue Hat is used to discuss the objectives of the session. In a Scrum Restrospective this hat is normally used at the beginning to define the restrospective objectives.

Sometimes people forget why do we have retros, or there are new goals or objectives people want to achieve. The blue hat is, in fact, some kind of meta-hat.




The White Hat

Neutral Information

Calls for information known or needed. "The facts, just the facts." While wearing this hat, each team member will expose anything from the last iteration which can be said to be a fact or information. List down all main events of the past sprint in brief, key objectives of earlier sprints, defects list, feedback got etc. with a neutral view. No feelings, only facts that happened.




The Yellow Hat

Positive Thinking

Symbolizes brightness and optimism. Under this hat you explore the positives and probe for value and benefit. Participants can only talk about the good things that happened in the last iteration.

The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it. Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult.




The Black Hat

Caution and Critical Thinking

Judgment – Now you are the devil's advocate. Spot the difficulties and dangers; where things might go wrong. Probably the most powerful and useful of the Hats but a problem if overused.

Participants can only talk about the bad things that happened - this is the time to share any negative criticism, point out bottlenecks and bring up potential problems. Black hat is more about being cautious, identifying risks, identifying potential problems and obstacles.




The Green Hat

Creative Thinking

Focuses on creativity; possibilities, alternatives, and new ideas. It's an opportunity to express new concepts and new perceptions, or discuss ideas for solving problems or things that may add more value to the business, or help in any way. Be creative.

A whole range of creativity tools can help you here, such as appreciative inquiry. Green hat usually provides solutions to black hat problems.




The Red Hat

Emotions and feelings

Feelings, hunches and intuition. When using this hat you can express emotions and feelings and share fears, likes, dislikes, loves, and hates. No one needs to give any justification/logical basis to prove their feelings.

However though there is a freedom to express one’s emotions, people should be cautious in showing displeasure to a person or their displeasure to work in the project etc. This is not a platform to handle such emotions. It should be goal/objective oriented.




Results




Online Theory Sample



Retrospective Presentations



ScrumLinerSprint 2



ScrumLiner

Sprint 2 Timing

- Sprint Planning: 2 min- Sprint Execution: 10-12 min- Sprint Review: 2-5 min

Total Sprint Time: 15 min



Results & Fotos



Feedback

6 thinking hats

Leadership & Management