At the end of each iteration, all the members would meet in a room. One of the members would stand in front of the white board to drive this meeting. Every iteration it would be someone different from the team ( This to prevent strongly opinionated people from taking over the meeting all the time). The one driving the meeting will draw two columns on the board.
1- What went well in the iteration
2- What didn't go well in the iteration
People would make suggestions/comments and the person driving the meeting will be writing on the wall the suggestions/comments in the appropriate column.
When a comment is made on the "What didn't go well" the discussion regarding "what can we do to avoid what didn't go well" is asked and a discussion goes underway naturally. As a SM the expectation is to log this somewhere and follow through some of the the suggestion from this question. You as a facilitator will need to do that to make sure the team can work as smoothly and efficiently as possible.
The expectation in the meeting is that everyone will need try and bring something to the table. If that's not happening, then as a SM you would ask on those not talking about what they think (show that you care about what they think). Eventually it will be the norm for everyone to contribute.
Showing posts with label retrospective. Show all posts
Showing posts with label retrospective. Show all posts
Friday, September 3, 2010
Saturday, August 21, 2010
Tension within the team. Does anyone have any recommendations on how to handle personal tensions within a team?
A ScrumMaster (SM) is a facilitator and an example for a scrum team. Based on this premise, below are some ideas that might help.
1- If people in the group are in disagreement/tension, then let them work it out.
2- If they are not working it out, then create the right environment to work it out. have the stand-up room available for people to talk things through. If they want more privacy, then they close the door and talk it out.
3- If there is still an issue, then be the mediator. The SM's job is to "clear hurdles" for individuals in a scrum team, not just watch them deal with it. To clear this hurdle, you have to act as a mediator. No need to bring a third party unless you as the SM are in tension with others (but as an SM, I would really hope not). In my opinion, the more people you involve in a tense situation, the more complicated it will be and harder to resolve.
4- Be an example to everyone. As painful as it seems, be the most patient person ever when dealing with such a problem.
5- The best way to avoid tension is to anticipate it. And how do you anticipate it? By getting feedback from the team. I am THE BIGGEST FAN of the retrospective meeting. This 45 min every iteration meeting is a key to relief people stresses in future iterations. Less stresses for individuals in a team will make them happier in the team which makes them more patient and thus less tension. Of course, as a SM I would expect you to follow through in making and/or allowing the proper changes based on the retrospective.
6- Smile, and crack a jock every once in a while (even if you are bad at it), people who are more skilled at jokes will get the courage to do so later on.
1, 2, 3 are for specific individuals in disagreement
4, 5, 6, are for the team and future "way" to reduce tension in general
In regards to the original question, to reduce tension in the team as a whole, I would start off with the retrospective. To reduce tension between specific individuals in the team, then I would apply 1, 2, then 3
1- If people in the group are in disagreement/tension, then let them work it out.
2- If they are not working it out, then create the right environment to work it out. have the stand-up room available for people to talk things through. If they want more privacy, then they close the door and talk it out.
3- If there is still an issue, then be the mediator. The SM's job is to "clear hurdles" for individuals in a scrum team, not just watch them deal with it. To clear this hurdle, you have to act as a mediator. No need to bring a third party unless you as the SM are in tension with others (but as an SM, I would really hope not). In my opinion, the more people you involve in a tense situation, the more complicated it will be and harder to resolve.
4- Be an example to everyone. As painful as it seems, be the most patient person ever when dealing with such a problem.
5- The best way to avoid tension is to anticipate it. And how do you anticipate it? By getting feedback from the team. I am THE BIGGEST FAN of the retrospective meeting. This 45 min every iteration meeting is a key to relief people stresses in future iterations. Less stresses for individuals in a team will make them happier in the team which makes them more patient and thus less tension. Of course, as a SM I would expect you to follow through in making and/or allowing the proper changes based on the retrospective.
6- Smile, and crack a jock every once in a while (even if you are bad at it), people who are more skilled at jokes will get the courage to do so later on.
1, 2, 3 are for specific individuals in disagreement
4, 5, 6, are for the team and future "way" to reduce tension in general
In regards to the original question, to reduce tension in the team as a whole, I would start off with the retrospective. To reduce tension between specific individuals in the team, then I would apply 1, 2, then 3
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