Enterprise Agility For Dummies by Doug Rose

Author:Doug Rose
Language: eng
Format: epub, pdf
ISBN: 9781119446101
Publisher: Wiley
Published: 2018-02-28T00:00:00+00:00

A key LeSS principle is to use systems thinking. During the overall retrospective, don’t focus on what’s going on within each team, but what’s going on across teams and across the entire organization that may be affecting team performance. The overall retrospective is an exercise in improving the system.

FINDING THE BEST SELF-IMPROVEMENT IDEAS

I once worked for an organization that had a tough time getting value from its overall retrospectives. It was doing a great job identifying systems-level problems but a poor job of solving those problems.

To improve the outcomes, it changed the purpose of its overall retrospectives. Instead of using these meetings to identify system-level problems, it decided to let the teams do that during their team retrospectives. During the overall retrospective, they pulled system-level problems from the various teams and discussed ways to work together to solve those problems. Their approach enabled teams to continue to self-manage while everyone in the organization worked together to eliminate obstacles that were hampering the teams’ performance.

This approach to the overall retrospective meeting may or may not work for your organization. The point here is that you need to question whether the overall retrospective is producing real improvement in the system or is just wasting time. If it’s wasting time, you need to find a way to change the way you conduct these meetings, so you achieve the desired outcome.

Find out who’s best at identifying problems in the system — the product owner, Scrum Masters, or teams — and give them a voice in the process. Then, rally everyone in the organization to solve the problem or remove the obstacle.

Overall retrospectives are crucial for systems-level process improvement. Over time, they improve both process efficiency and product quality.

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