The team's plan is now to get feedback on our designs from the customer, and Matthias will execute this task. Then they visualized these ideas on the action board to decide which action to take first. They focused on one issue, "Get faster feedback from the customer" and brainstormed on how to improve their issues. They started with what worked for them and then listed what was holding them back. The team went through 3 exercises of the lightning decision jam. Reflection date: To be decided when trying out this experiment. We'll keep the other idea from the top right in our backlog on things we can do to improve. When? When the designs are finished, we contact the customer to give their review. What? Get feedback on our designs from the customer. This action point of the retrospective becomes: So in our example, we'll take only one idea as an experiment to run: "Get feedback when the designs are finished" The reflection date is used to reflect on the experiment and see if it is working or not. You can do this easily by putting them in the following format: When creating an action item, it must be actionable. Create an action itemįirst, you'll take the ideas from the top left on the action board to create actionable tasks. These are higher-effort solutions with a low impact. You can put these ideas on a backlog, so you'll find them back. These ideas are our higher-effort solutions. You'll probably do these if none of the top-left ideas didn't work. These are projects you can do in the future. The top left are ideas or experiments you can do now! ⬆➡️ Top right Now it is time to tell the group what actions to take! ⬆⬅️ Top left Try to do this in a maximum of ⏰ 8 minutes.Īfter this exercise, you'll have the ideas visualized on the effort impact scale. You start in the middle of the board and ask the group: "What impact will this idea have on us as a team? Will this be higher or lower on the impact scale?" You take the ordered ideas from the 10 for 10 exercise and take the sticky note with the most votes. The X-axis represents the effort to be put into the idea. The Y-axis represents the impact of the idea. The effort impact scale is a great way to test the ideas created in the 10 for 10 exercise. The effort impact scale is a matrix that visualizes how much effort is against the impact of an idea. When creating actionable tasks for your retrospective, it is good to know which action to take first. Only take the post-its with votes.Īfter brainstorming on the 'How Might We' question, we have a list of ideas the group thinks will help us improve.īut you probably should not act on all these solutions the team created. When the 5 minutes pass, you revisualise the ideas on the side of the board. Give the team ⏰ 5 minutes to go over the ideas and vote. Let the team write as many ideas as possible that they think are low effort and high impact. When you've set the board, it's time for the team to brainstorm around the 'How Might We' question. So we'll take the "How might we get faster feedback from the customer?" and put it on the top of the board. We take one opportunity question created in the sailboat exercise and develop ideas on the 'How Might We' question. The 10 for 10-exercise focuses on brainstorming. "How might we get faster feedback from the customer?" 10 for 10 The 'How Might We' question becomes the following: We can transform this issue into an opportunity. Let's take the slow feedback of the customer as an example. The opportunity question can be formulated using the 'How Might We' structure. But we can reframe problems to an opportunity question. A problem statement is hard to brainstorm around. With a prioritized list of issues the team faces, we can now see where our opportunity is. We've added a sailor to our boat to allow the team to give kudos to their team members.
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