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Nanette Brown,
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Natalie Warnert,
Negotiation,
networking,
networking,
neuro-diversity,
Neurodiversity,
Neuroinclusivity,
neurolinguistic programming,
New York Times,
Nic Sementa,
Nigel Baker,
ninja,
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NLP,
No,
No Estimates,
No One Is Coming to Save You,
Non Violent Communication,
non-fiction,
non-fiction writing,
non-technical project manager,
Non-violent communication,
Nonviolent Communication,
noop,
North American Global Scrum Gathering,
Not a Cylon,
NVC,
O3 World,
Oakbay,
Oakbay Consulting,
oakland a's,
Obeya,
Object-Oriented Data-Driven Change,
off shore,
Offshoring,
OKRs,
Olaf Lewitz,
Olav Maassen,
OnAgile 2017,
one shiny object,
Online Scrum Class,
OnPay,
optimization,
Øredev,
Øredev 2013,
Organizational Agility,
organizational agility,
Organizational Change,
Organizational Change,
Organizational Change,
organizational change,
organizational change,
organizational culture,
Organizational Design,
organizational psychology,
organizational transformation,
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OrgWright,
Outcome Based Planning,
overcoming fear,
Overcomitment,
overcommitment,
Overplaying,
PAC,
Pairing,
Pam Corbin,
Parikshit Basrur,
paris,
Patrice Colancecco Embry,
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patrice embry,
Paul Argiry,
paul ekman,
paul f. kelly,
Paul Hammond,
Pebble Post,
Peopleware,
Performance,
performance reviews,
persona,
Personal Accountability,
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Personal Agility,
personal agility canvas,
personal development,
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Personal Kanban,
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Personal Productivity,
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Personas,
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Persuasion,
Pete Oliver-Krueger,
Peter Beck,
Peter Green,
peter green,
Peter Saddington,
Peter Stevens,
Philadelphia,
Philamade,
Philip Diab,
Phoenix,
PI Planning,
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PK,
pk,
Plank,
Planning,
Planning Poker,
play,
PMBOK,
PMI,
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pmi,
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PMI Agile Alliance,
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PMI Agile Practice Guide,
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PMP,
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PMP vs Agile Project Manager,
podcast,
Poker Planning,
Portfolio,
Portfolio Management,
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Post Agile,
Post-Agile,
Post-SAFeism,
Power of Focus,
Power of No,
Precoil,
predictability,
predicting value,
Presentation,
Presenting,
priest,
Principles of Scientific Management,
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Product,
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Project Management for Humans,
Project Management Institute,
Project Management Institute,
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project portfolio management,
project reporting,
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project risk,
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ProjectManagement.com,
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ProKanban,
ProKanban,
Proxy Interviews,
PSM,
PSM,
PSPO,
psychological distancing,
psychological safety,
psychology,
PTSD,
Public Speaking,
QA Manager,
Qcon,
Quality,
Quality of Life,
Quarterly Planning,
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Questions,
Rachel Gertz,
rachel gertz,
rachel howard,
Radical Collaboration,
Radtac,
Rally,
Rapid Testing Business Ideas,
Ray Lewallen,
Reaktor,
real options,
Rebecca Wirfs-Brock,
receiving feedback,
Recess,
recruitment,
recruitment challenges,
Redefining the PMO,
Redefining Your PMO,
redkiteproject,
REE,
Reese Schmit,
Reese Schmit,
Reimagining Agile,
Release Planning,
Reluctant Agililist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
Reluctant Agilist,
reluctant Agilist,
reluctant Agilist,
reluctant Agilist,
reluctant agilist,
reluctant agilist,
reluctant agilist,
reluctant agilist,
reluctant agilist,
reluctant agilist,
reluctant agilist,
reluctant agilist,
reluctant agilist,
Remote,
Remote Facilitation,
Remote Forever,
Remote Forever Summit,
Remote Learning,
Remote Team,
Remote Teams,
remote teams,
Remote Work,
remote work,
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RemoteForever,
Renaissance Enterprise,
Renata Lerch,
Reporting,
resilience,
resilience,
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Resource Management,
Responsibility Process,
resume tips,
retrospective,
retrospectives,
review,
Ricard Vargas,
Richard Broo,
Richard Cheng,
Richard Cheng,
richard cheng,
Rick Brinkman,
Right Environment Exercises,
Risk Management,
risk planning,
Robert Sfeir,
robin dreeke,
Roman Pichler,
Ron Jeffries,
Ron Lichty,
Ronica Roth,
Rosenberg,
Rosetta Agile,
RosettaAgile,
Ross Beurmann,
Ross Beurmann,
rothman,
Russell Healy,
Ryan Ripley,
SAFE,
SAFe,
SAFe,
safe spaces,
SAFe Summit,
Safety,
Sage Commander,
Sal,
Salary,
Salary Negotiation,
sales engagement,
Sallyann Freudenberg,
sallyanne freudenberg,
Sam Barnes,
Same Team Partners,
San Tsubota,
Sandra Cain,
Sandy Mamoli,
Sanjiv Augustine,
Santa Pays it Forward,
Sara Doubleday,
Sarah Goff-DuPont,
Sarah Klarich,
Sauce Labs,
Savannah Rayat,
Saying No,
Scaled Agile Framework,
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Scaling,
Scaling Agile,
scaling agile,
Scaling Scrum,
scatter focus,
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schmonz,
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School of Rock,
Science of High Performing Teams,
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scope management,
Scott Ambler,
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Scott Dunn,
Scott Sehlhorst,
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scripts,
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self organizing teams,
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Self-Responsibility,
Servant Leader,
Servant Leadership,
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SEUs,
SGNYC20,
SGPHX,
SGPHX 2015,
Shane Hastie,
Shannon Carter,
Shit bad Scrum Master's Say,
Showing Up,
Si Alhir,
Si Alhir,
Sidebar,
Sinikka Waugh,
SIQ,
situational leadership,
Six Enablers of Business Agility,
Slay the Meeting Monster,
small bets,
Snehal Talati,
Social Change,
social engineering,
social engineering,
Software Development,
Software Testing,
software tools,
Solutions IQ,
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SONSI,
Sophia Lazar,
Soulful Transformation,
SoundNotes,
Spark Plug Agility,
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Speaking,
speedboat,
Sprint,
Sprint Backlog,
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Square,
Staffing,
stakeholder perception,
Steady,
Steffan Surdek,
Stellman-Greene,
stephen forte,
Stephen Younge,
Steve Elliott,
Steve Holyer,
Steve Winters,
Steven Martin,
steven slade,
Stewart Copeland,
stonehenge,
Story Mapping,
Story Points,
Story Points Are Trash,
Storylines,
Strategic Funding,
Strategy,
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Strategy Decay,
Strategyzer,
stress,
stress,
Stuart Young,
submarine,
success,
Successful Distributed Teams,
Sun Tzu,
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SuperHired,
supervillains,
Supply Chain,
survival tips,
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Suze Haworth,
Swarming,
Systems Thinking,
Tabaka,
TAC,
tactical,
tactics,
tailoring resumes,
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Taking Whole,
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TAN,
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Taylorism,
TDD,
team,
team alignment,
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team communication,
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Testing Assumptions,
Testing Business Ideas,
The Agile Network,
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the airplane game,
The Art of War,
the grifters,
The Improv Effect,
The Leadership Gift,
The Productivity Project,
The Red Kite Project,
The Reluctant Agilist,
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the reluctant agilist,
The Ron,
The Ticket That Exploded,
Theory of Constraints,
theStrayMuse Louder than Ten,
Things,
Think Louder,
ThinkLouder,
Thrive,
Throughput,
throughput,
Tim Ferriss,
Tim Ferriss Experiment,
Tim Lister,
Tim Wise,
TJay Gerber,
To Be Agile,
Todd Miller,
Together To Gather,
Tom Beurmann,
Tom Mellor,
Tom Perry,
Tom Smallwood,
tom wujec,
Tonianne DeMaria,
Tonianne DiMaria,
Tony Johnson,
tools for clarity,
Toyota,
Tracking and Reporting,
traditional project management,
Training from the Back of the Room,
Transformation,
transformation,
transformation,
Transformation Blockers,
Trauma,
trauma,
Travis Gertz,
Trello,
Tribes,
Tricia Broderick,
Tricia Broderick,
troubled projects,
Troy and Abed In The Morning,
Troy Lightfoot,
Troy Magennis,
troy magennis,
true north pmp consulting,
Trust,
trust,
trust in AI,
TrustTemenos,
Turn The Ship Around,
Turn the Ship Around,
Twitch,
Tyler Grant,
Tyner Blain,
TynerBlain,
Ukraine,
Unicat,
unmasking the social engineer,
Untapped Agility,
Upstream Work,
Urs Reupke,
User Stories,
User Story Points,
Utilization,
Val Hinze,
value,
Value Delivery,
value delivery,
Value Delivery System,
Value Management Office,
Value Matrix,
Value Stream Management,
Value Stream Map,
Value Stream Mapping,
value stream mapping,
Velocity,
velocity,
VersionOne,
Vic Bonacci,
Victor Njoroge,
villain,
virtual board,
Virtual Training,
Vision Statement,
Visual Agile Lexicon,
Visual Collaboration,
Visual Management,
Visual Thinking,
visualization,
Vivek Angiras,
Vizdos,
VMO,
Volunteer,
Volunteering,
volunteering,
WahResume,
Waltzing with Bears,
waste,
Waterfall,
waterfall,
Weisbart,
Wesibart,
What We Say Matters,
why limit wip,
Wikispeed,
William Burroughs,
Wingman-SW,
WIP,
WIP,
women in agile,
Woody Zuill,
work culture,
Work in Process,
work in progress,
work in progress,
Work Item Age,
Worker Owned Coop,
Worker Owned Cooperative,
Workflow Automation,
workflow issues,
workflow management,
Workflows,
workplace stress,
XP,
XPRolo,
yellowpencil,
Your Clear Next Step,
Yvonne Marcus,
Zach Stone,
zach stone,
Zeldman,
Zen-PM
Date
Check the bottom of this page for links to the Agile 2015 Sessions by people mentioned in this article
Retrospectives are weird.
And sometimes…VERY uncomfortable.
And regardless of how far off the reservation you wander, with respect to other Agile practices, Retrospectives are THE ONE THING YOU ABSOLUTELY CANNOT SKIP
In traditional project management we have the Post-Mortem (or if you are the sensitive sort, the Project Review). These come at the end of the project… at least, they are supposed to. Unfortunately, unless the train has run completely off the tracks, and you don’t need to spend time hurling blame rocks at victims in the pit, skipping this is a pretty common thing. Because, hey - if nothing went really bad, things must be good – right? …Why mess with success lack of total failure.
AND, even if the project barely crawled across the finish line under its own power, the company has usually reassigned most of the people who worked on the project before the Project Review can be scheduled, anyway… and what’s the point of having it if we can’t have everyone present.
If you work on a team that is trying to adopt some form of Agile, almost nothing contributes directly to your ability to be successful more than regularly holding retrospectives. You want the team to get to a point where everyone feels responsible for contributing to discovering new ways to collectively improve how they work together so that they can deliver more value.
During the retrospective, the focus is on everyone sharing personal observations, discussing how things are going and to committing to a plan for things to change as they continue working together. To skip this, robs the team of their ability to inspect and adapt as a team and this is at the very core of what it means to be Agile.
Simply put, retrospectives are the mechanism we use to get better at working together. If you (and/or your team/organization) has made a decision to leave that out, no matter what you have decided to call your unique approach to work, it is not Agile.
Often in class, one of the participants will explain that they’ve stopped doing retrospectives for any number of reasons. My question is always, if you are skipping them, why? And how will you and your team find a different way to inspect and adapt as you grow and learn together?
Killing Crickets

If your retrospectives seem like a series of awkward moments filled with the sound of crickets, this is the first thing to inspect and adapt. For whatever reason, whether it be the way they are run or some dynamic about how they flow, if your retrospectives are not providing value, something needs to change. Keep in mind that a particular technique may work very well for a little while, but they do often reach a point of diminishing returns. Here are some ways to change it up…
Agile Retrospectives by Esther Derby and Diana Larsen: You need this book if you are working with Agile. It provides a variety of approaches for running retrospectives. As you’ll see in the AgileLib Top 20 , it is a longstanding favorite among the thought leaders and practitioners in the Agile space.

Engage your Inner Weisbart: Adam Weisbart* is (insert analogy that does not refer to Adam as the Martha Stewart of Retrospectives, the Horse Whisperer of Retrospectives or the Mickey Goldmill* of retrospectives). The creator of Sh!t Bad Scrum Masters Say has a variety of tools available that can help you fix your retrospectives:
Agile Antipattern Cards - Each card lists a different anti-pattern that is intended to create important conversations within your team. All of the anti-patterns used have been collected as part of the Agile Antipattern Project.
Retrospective Cookies - If the issue is getting people to share, the statements and questions hidden inside these special Agile fortune cookies are a fun way to kick start the conversation and help the team figure out how to improve.
Agile Adlibs - The latest addition to Adam Weisbart’s suite of tools designed to help you with your retrospectives is based on Mad Libs. If you aren't from the US and didn't grow up with Mad Libs, the way they work is that someone has a questionnaire with a story that has lots of blanks that need to be filled in. Without giving you context, they ask you for a series of words like noun, verb, adjective, etc. These are then placed into spaces on a worksheet. Since you (the person providing the words) can't see the worksheet, the results are lots of fun. This provides a lighthearted way of helping the members of the team creatively discover things that might be ripe for tuning.

If you lead retrospectives, I think it is important to remember that you are part of the team and should contribute, but it is not your job to comment on everything everyone says. It is also important to remind everyone in the room that each of us whether on the team or outside is always doing the best job they can at any given moment.
Retrospectives are the most important part of your Agile workflow. They are the core tool for how we inspect and adapt as teams. If you want to get better at using Agile, make them part of your process and never skip them.
Esther Derby
Six Rules for Change - Monday, August 3rd at 3:45
Coaching Flow: Moving Past Resistance Wednesday, August 5 at 10:45
Diana Larsen
Are we Doomed to Sticky, Tricky and Icky?: Women and Men Working Togehter on Agile Teams - Tuesday, August 4 at 3:45
Adam Wesibart
Agile Jesters, Magicians and Clowns: Using the unexpected to move mountains and your team on Wednesday, August 5 at 2 PM.
Posted on: July 28, 2015 04:02 PM |
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