Category: Processes & Infrastructure

Organization Retrospective

Oliver Schönfeld

The Organization Retrospective offers the Organization Scrum Master (OSM) the opportunity to review the working methods of the organization, represented by the Portfolio Owner (PFO) and the Cluster System Engineer Group (CSEG) , as well as improvements to the Identify and plan how to work for the coming cycle . The Organization Retrospective takes place between the Portfolio Review and the next Portfolio Planning and is based on the results of the Cluster Retrospectives , mostly from the Cluster Scrum Master Groupwere processed. An upper limit of four hours is set for this for a quarterly cycle. The Organizational Scrum Master (OSM) ensures that the meeting takes place and that all participants understand its purpose. The OSM ensures that the meeting is constructive and productive and teaches everyone to stick to the time frame (time box). Due to its responsibility for the P4 process, the OSM takes part in the Organization Retrospective as an equal member. It is carried out to …

  • to review how the past Cycle was in terms of the Clusters, teams, relationships, processes, infrastructure and tools involved;
  • identify the most important and possible improvements and put them in order; and
  • prepare a plan for implementing improvements in the way the organization works.

The Cluster Scrum Master Group is working to improve the organization’s development processes and practices so that the Clusters can work more effectively and satisfactorily in the coming cycle. In every Organization Retrospective, the Cluster Scrum Master Group works out ways to improve result quality by adapting the processes accordingly or by defining-of-done, provided these changes are appropriate and do not conflict with product or company standards. At the end of the Organization Retrospective, the CSMG should have identified improvements for the coming cycle.

Die CSMG überprüft in der Organisations-Retrospektive ebenfalls die Arbeitsflüsse (Workflows) zwischen den Clustern (z.B. durch Value-Stream-Mapping) und passt die Verantwortungsbereiche der Cluster und ggf. auch die Cluster-Strukturen innerhalb des Organisation an.

Die Cluster-Scrum-Master nehmen die Verbesserungsvorschläge und -maßnahmen mit in ihre Cluster.

Ablauf der Organisations-Retrospektive

Meist bringen die Cluster-Scrum-Master Probleme, Behinderungen (Impediments) und Verbesserungsideen (Improvements) aus ihren Clustern mit in die CSMG, die sie in den Cluster-Retrospektiven der Cluster gesammelt haben. Diese werden im Organisations-Improvement-Backlog gesammelt und priorisiert. In der Arbeitszeit der CSMG werden die am höchsten priorisierten Improvements während des laufenden Cycles analysiert und bearbeitet. In der Organisations-Retrospektive werden Änderungen dann gemeinsam beschlossen und umgesetzt.

Für die Ermittlung von weiteren Problemen, Behinderungen und Verbesserungsideen auf Organisations-Ebene, nutzt die CSMG die gleichen methodischen Ansätze und Fragestellungen, wie auf Team-Ebene, z.B.

  • Glad, Sad, Mad
  • Keep, Change, Puzzled
  • Good, Problems, Questions
  • Start, Stop, Keep, More, Less

.

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Further suitable links:

Events Roles Groups Artifacts
Team Retrospective

.

Cluster Retrospective

.

Portfolio Planning

Organization Sync

Portfolio refinement

Portfolio Review

 Portfolio Owner

Portfolio Architect

Organization Scrum Master

 Cluster Product Owner Group

Cluster System Engineer Group

Cluster Scrum Master Group

Organization Management Circle

 Portfolio Backlog

Systems & Applications

System Platforms & Variants

Organization DoD

Organization Improvement Backlog

 

Cluster Retrospective

Oliver Schönfeld

The Cluster Retrospective offers the Cluster Scrum Master (CSM) the opportunity to review the working methods of the cluster, represented by the Cluster Product Owner and the Team System Engineer Group (TSEG) , as well as improvements in the way of working identify and plan for the coming cycle . The Cluster Retrospective takes place between the Cluster Review and the next Cluster Planning and is based on the results of the Team Retrospectives of the teams , mostly from the Team Scrum Master Groupwere processed. An upper limit of four hours is set for this for a quarterly cycle. The meeting is usually shorter for shorter cycles. The CSM ensures that the meeting takes place and that all participants understand its purpose. The CSM ensures that the meeting is constructive and productive and teaches everyone to stick to the time frame (time box). Due to its responsibility for the P4 process, the CSM takes part in the Cluster Retrospective as an equal member. It is carried out to …

  • to review how the past Cycle was in terms of the teams, relationships, processes, infrastructure and tools involved;
  • identify the most important and possible improvements and put them in order; and
  • prepare a plan for implementing improvements to the way the Cluster works.

The Team Scrum Master Group is working to improve the cluster’s development processes and practices so that the cluster’s teams can work more effectively and satisfactorily in the coming cycle. In each Cluster Retrospective, the Team Scrum Master Group works out ways to improve result quality by adapting the processes accordingly or by defining-of-done, provided these changes are appropriate and do not conflict with product or company standards. At the end of the Cluster Retrospective, the TSMG should have identified improvements for the coming cycle.

In the Cluster Retrospective, the Team Scrum Master Group also checks the workflows between the teams (e.g. using value stream mapping) and adjusts the areas of responsibility of the teams and, if necessary, also the team structures within the Cluster .

The Team Scrum Masters take the suggestions and measures with them into their teams.

Process of the Cluster Retrospective

Mostly, the Team Scrum Masters bring problems, impediments and improvements from their teams with them to the TSMG, which they have collected in the Team Retrospectives of the teams. These are collected and prioritized in the Cluster Improvement Backlog. During the working hours of TSMG, the highest priority improvements are analyzed and processed during the current cycle. In the Cluster Retrospective, changes are then jointly decided and implemented.

For the determination of further problems, disabilities and ideas for improvement at the Cluster level, the TSMG uses the same methodological approaches and questions as at the team level, e.g.

  • Glad, Sad, Mad
  • Keep, change, puzzled
  • Good, problems, questions
  • Start, stop, keep, more, less

.

Further suitable links:\r\n

Further suitable links:

Events Roles Groups Artifacts
Team Retrospective

.

Cluster planning

Cluster Sync

Cluster Backlog Refinement

Cluster Review

.

Organization retrospective

 Cluster Product Owner

Cluster System Engineer

Cluster Scrum Master

 Team Product Owner Group

Team System Engineer Group

Team Scrum Master Group

Cluster Management Circle

 Cluster Backlog

Usable Knowledge & System Increment

Cluster DoD

Cluster Improvement Backlog

 

Organisation Improvement Backlog

Oliver Schönfeld

The Improvement Backlog is the planning and structuring tool of the Scrum Master. There are Improvement Backlogs on all three levels of the P4 framework (Team, Cluster, Organization).

Each Team that identifies more improvements than can currently be implemented stores these improvements in their Team Improvement Backlog, which the Team Scrum Master prioritizes with the Team .

The sum of the improvements of a Cluster is located in the Cluster Improvement Backlog , which the Cluster Scrum Master prioritizes with the Team Scrum Master Group . The Cluster Improvement Backlog is mostly fed by the Teams’ suggestions for improvement.

The total of an Organization’s improvements is in the Organization Improvement Backlog, which the Organization Scrum Master prioritizes with the Cluster Scrum Master Group . The Organization Improvement Backlog is mostly fed from the Cluster’s suggestions for improvement.

.

 

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Further suitable links:

Events Roles Groups Artifacts
Portfolio Planning

Organisation Sync

Portfolio Refinement

Portfolio Review

Organisation Retrospective

 Portfolio Owner

Portfolio Architect

Organisation Scrum Master

 Cluster Product Owner Group

Cluster System Engineer Group

Cluster Scrum Master Group

Organisation Management Circle

 Team Improvement Backlog

.

Cluster Improvement Backlog

.

Portfolio Backlog

Systems & Applications

System Platforms & Variants

Organisation DoD

Cluster Improvement Backlog

Oliver Schönfeld

The Improvement Backlog is the planning and structuring tool of the Scrum Master. There are Improvement Backlogs on all three levels of the P4 framework (Team, Cluster, Organization).

Each Team that identifies more improvements than can currently be implemented stores these improvements in their Team Improvement Backlog , which the  Team Scrum Master prioritizes with the Team .

The sum of the improvements of a Cluster is located in the Cluster Improvement Backlog, which the Cluster Scrum Master prioritizes with the Team Scrum Master Group . The Cluster Improvement Backlog is mostly fed by the Teams’ suggestions for improvement.

The total of an Organization’s improvements is in the Organization Improvement backlog , which the Organization Scrum Master prioritizes with the Cluster Scrum Master Group . The Organization Improvement Backlog is mostly fed from the cluster’s suggestions for improvement.

.

 

\r\n

Further suitable links:

Events Roles Groups Artifacts
Cluster Planning

Cluster Sync

Cluster Backlog Refinement

Cluster Review

Cluster Retrospective

 Cluster Product Owner

Cluster System Engineer

Cluster Scrum Master

 Team Product Owner Group

Team System Engineer Group

Team Scrum Master Group

Cluster Management Circle

 Team Improvement Backlog

.

Cluster Backlog

Usable Knowledge & System Increment

Cluster DoD

.

Organisation Improvement Backlog

Team Improvement Backlog

Oliver Schönfeld

The Improvement Backlog is the planning and structuring tool of the Scrum Master. There are Improvement Backlogs on all three levels of the P4 framework (Team, Cluster , Organization ).

Each Team that identifies more Improvements than can currently be implemented stores these Improvements in their Team Improvement Backlog, which the  Team Scrum Master prioritizes with the Team .

The sum of the Improvements of a Cluster is located in the Cluster Improvement Backlog , which the Cluster Scrum Master prioritizes with the Team Scrum Master Group . The Cluster Improvement Backlog is mostly fed by the teams’ suggestions for Improvement.

The total of an organization’s improvements is in the Organization Improvement Backlog , which the Organization Scrum Master prioritizes with the Cluster Scrum Master Group . The Organization Improvement Backlog is mostly fed from the cluster’s suggestions for Improvement.

 

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Further suitable links:

Events Roles Groups Artifacts
Team Planning

Team Retrospective

 Team Scrum Master Working Team Team Backlog

Inspectable Results

Team DoD

.

Cluster Improvement Backlog

.

Organisation Improvement Backlog

 

Team Retrospective

Oliver Schönfeld

The Team Retrospective gives the team the opportunity to review themselves and to identify and plan improvements in the way they work for the upcoming iteration . It takes place between the Team Review and the next iteration planning. For a four-week iteration, an upper limit of three hours is set. The meeting is usually shorter for shorter iterations. The Scrum Master ensures that the meeting takes place and that all participants understand its purpose. The Scrum Master ensures that the meeting is constructive and productive. The Scrum Master teaches everyone how to adhere to the time frame (time box). Due to its responsibility for the P4 process, the Scrum Master takes part in the Team Retrospective as an equal member. The Team Retrospective is being held to …

  • to review how the past iteration was in terms of people, relationships, processes, infrastructure and tools involved;
  • identify the most important and possible improvements and put them in order; and
  • create a plan for implementing improvements to the way the team works.

The Scrum Master encourages the team to improve their development processes and practices within the P4 framework to work more effectively and satisfactorily in the upcoming iteration. In each Team Retrospective, the team works out ways to improve result quality by adapting the processes accordingly or by defining-of-done, provided these changes are appropriate and do not conflict with product or company standards. At the end of the Team Retrospective, the team should have identified improvements for the upcoming iteration. The implementation of these improvements in the next iteration is the adaptation effort for self-examination of the team.

In the meantime, there are many methodological approaches and questions for the course of the Team Retrospective, e.g.

  • Glad, Sad, Mad
  • Keep, change, puzzled
  • Good, problems, questions
  • Start, stop, keep, more, less

There are many more ideas and suggestions under Fun Retrospectives or Retromat .

.

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Further suitable links:

Events Roles Groups Artifacts
Team Planning

Team Sync

Team Backlog Refinement

Team Review

.

Cluster Retrospective

.

Organisation Retrospective

 Team Product Owner

Team System Engineer

Team Scrum Master

 Working Team

Community of Practice

 Team Backlog

Inspectable Results

Team DoD

Team Improvement Backlog

 

Organization Scrum Master (OSM)

Oliver Schönfeld

The Organization Scrum Master is part of the  Cluster Scrum Master Group  and is responsible for the  infrastructure and processes  at the  organizational level  , ie the entire product development.

The Organization Scrum Master forms  the  management of the entire Organization together with the  Portfolio architect  and the  Portfolio Owner .

The OSM ensures that the teams within the Organization  can work optimally across all  clusters . Together with the organization’s  Cluster Scrum Masters  (CSM), he ensures an optimal workflow between the Clusters by solving disabilities and problems that arise in the collaboration of the Clusters. To this end, he organizes and moderates the Organization Retrospective and heads the  Cluster Scrum Master Group , in which the CSMs exchange ideas in order to optimize the working conditions and workflow within the Organization.

.

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Further suitable links:

Events Roles Groups Artifacts
Portfolio Planning

Organisation Sync

Portfolio Refinement

Portfolio Review

Organisation Retrospective

 Team Scrum Master

.

Cluster Scrum Master

.

Portfolio Owner

Portfolio Architect

 Cluster Product Owner Group

Cluster System Engineer Group

Cluster Scrum Master Group

Organisation Management Circle

 Portfolio Backlog

Systems & Applications

System Platforms & Variants

Organisation DoD

Organisation Improvement Backlog

 

Cluster Scrum Master Group (CSMG)

Oliver Schönfeld

The Cluster Scrum Master Group, consists of the Cluster Scrum Masters of the Clusters and the Organization Scrum Master (OSM)  The group is responsible for the processes, infrastructure and the cultural side of the product development process at the organizational level .

The CSMG maintains the Organization Improvement Backlog to plan and implement improvement projects .

The role of the Organization Scrum Master (OSM) forms the highest management role in the company.

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