 So, to start with, to start with I'd like to just so that you can see the range of opportunities for reflection that we've identified in the room. Every table identified a different one, and so if you just sort of say what one, your group identified. So starting over here. Which? What's the opportunity for reflection? Well, we have a problem with deploying code to production. Deploying code to production. Okay, we're back from that here. This says you do requirements for readiness for development. Okay, ready? The requirement readiness for development. This table? Arms is version of tracking. Version tracking. Okay. Defects and alarm impacts, retrospectives on those. Okay, so we're de-passing the alarm. Okay. Our problem is that the retrospectives weren't being followed through one, so nothing was coming out. Oh, so after a few retrospectives, looking at what's going on with the actions that are coming out of the retrospectives. Okay. Over here? Yeah, so maybe the co-perdue is an opportunity to turn that into team learning, as opposed to just individual learning. Over here we have... It's basically a retrospective on the release planning phase. So the question on how we're doing release planning. Stakeholders are coming to the normal views that we scheduled. I'm sorry, everyone? What we want to do is be able to increase the use of our stakeholder or the normal views. Oh, stakeholder views. Okay, all right. Yeah. Just locking on devils, too. Yeah. Back there? All right, so what now needs to do is to describe this great team. So we're locking on... retrospectives. Opportunity for team reflections is reflect on how you're reflecting. Okay. So given the time, and I know that we are going to break at five, and I've got one more thing to do before we do that, and we've got 11 minutes. So what I'd like, I think maybe three table groups who feel like you've got a pretty good flow that you could come up and give a three-minute report. So who would like to come up and do just three minutes? Yeah, okay, bring yours up. Come on down. Okay, here's my living microphone. So basically our problem is, is we can't get people to take ownership or participate adequately in the retrospectives. So our workshop is about helping the team understand the values or the value they get out of the retrospectives themselves, as opposed to sitting there looking like I'm an alien when I'm asking them to reflect on the past sprint. So the objective is for the team to identify values and the importance or insights that benefit the team, that they get out of the retrospective itself, and what it does is it creates ownership and participation. And we have the slogan, it is what you make it. So basically what we're going to do is in each retrospective, we're going to spend a few minutes retrospecting on our process so that we don't have an additional meeting. So basically it just happens during the retrospective. And we basically talk about the values and we just want to use some basic sticky notes and have people write down some of the things that they think are important, things that they do well, things that they need to improve on, but more specifically, what does inspect and adapt mean for a team and have them tell us what it means. So the idea is that they can look at the value from the team perspective versus just individual perspective. We think that that will help create some ownership and basically come up with a list of power questions ahead of time that we can ask the team, well, when you did this and this happened. What could you have done differently? It has some specific examples so that they can have some fodder to have the discussion around and maybe we would take something like the Five Wise or some method like that to break down the problem. So at the end of the retrospective, we would essentially have a list of things that they could do better and a list of values that they understand they're getting out of the retrospectives themselves. The team doesn't come up with any values because they don't find a value. Interesting. I'd want to try it out a little. I need a list of questions that says, when this happened, why could you have done it differently and show very specific examples? Because otherwise they're not going to spend the time to think about what the specifics are. So you have to go into variable specifics. When burned down as a flat line, what was happening, things like that. Really fast. It's a brief report. There's a number of releases and we want to have, in the next release, we want to make one or two improvements to how we do that. So to set the stage for this, what we wanted to do was communicate what we think as a management group are the key goals of release planning. And we identified a few of those. And then what we did is we came up with, based on that list, a few areas that we want to feedback from the team on their confidence in that area. So those things were estimated in our ethnicity from one to ten. So these different areas, what we would do is give everybody sticky notes and they would just write it on a kind of secret ballot style, put it in the hat, and then we'd plot them on a whiteboard. And so you'd kind of get a scatter plot of what the confidence is. So that just kind of gathers the data and then based on that we would have some other techniques, I want to hurry, but some other techniques to choose one of those based on people being able to plus, minus different ideas for how to improve what they thought the most important ones were. Thank you. So tuning up the effectiveness of release planning. Okay. Do we have one more group? It looks like we've done something similar to everyone else. Retrospectives need follow through. The opportunity is to make them effective. There was complaints around our table that the development team didn't feel that they were useful. And eventually they went to the wayside. The test is to test things. The team thinks, at the end, the team thinks they're valuable. The actual retrospectives are valuable. You can see ours is a bit higher level compared to the others. Instructions reflect periodically daily within a sprint the following. Review the action items that were provided at the last retrospective. Measure that success. And some of the measurements were actually previously talked about. We'll just use theirs. And that's part of lean, actually. And then determine the root cause. And then follow through with an action for the next day, for that action item. What's interesting to me about this is going back to that initial principle about regular intervals, the team reflects on its effectiveness, tunes, and adapts. So all of these are opportunities. And the breadth of opportunities, of kinds of opportunities for that kind of reflection. And it can happen in a moment. Because earlier, as I said, the minute you begin to ask a question, you've begun the process of the change. So it might be as much as at the end of any conversation your team has, saying on a scale of 1 to 10, how did this go? How do we think we could make it better? Or keeping a chart where people write their confidence level in something. All of that is a way of asking the team, asking itself a question. And if you begin to ask those questions and take them seriously, then the tuning and adapting, the opportunities, you can use your regular retrospectives as the opportunities to do some of that tuning and action planning for where you want to go next, or what else you want to do with that particular issue, with version tracking, or with peer reviews, or whatever you choose. But I mean, I think it's just amazing how many different things came up in this room. So I am continually collecting activities that teams can use and do use. I like to see them actually in practice, and then I collect them in their retrospectives and to just help themselves become more effective. Anything that will help a group become more effective, or leaders of groups become more effective at what they do. So if you have stories that you could share with me, I hope you would share them. And you can find me in a number of ways by email and Twitter and on my website. On the blog that I write, I have, I catalog new retrospective activities that I find. And so you can go there and you can find some new activities. And again, if any conversations you want to have about the Agile Alliance while we're here for these couple of days, or if you want to drop me a line in the future, that's okay too. So I'm interested in staying in touch with you about all of these things and in any of these ways you can do that. So with that, I like to start and end on time. And we started a minute early, so I'm ending a minute early. Thank you for coming and playing with me this afternoon.