location_city Melbourne schedule Jun 30th 11:30 AM - 12:15 PM AEDT place EN 303 (C40) people 42 Interested

Are your retros boring, non-productive, and a waste of time? Come learn about 2 case studies of extraordinary retrospectives.

Retrospectives are the heart of the feedback loop that exists within an agile framework that fosters self-improvement.

Retrospectives lose value due to 2 reasons - they get boring or they have no value in terms of actionable items.

The first case will describe a team's experience organized at the Australian War Memorial in Canberra, Australia. A custom tour was developed that focused on "mateship".

The second case will describe a team's experience at the National Portrait Gallery in Canberra, Australia. A prototype team training based on Visual Thinking Strategies, VTS, usually reserved for 11-12 year old school children.

I will describe how you can partner with a variety of resources, including government programs, that will enable you to do the same thing.


Outline/Structure of the Case Study

- Overview of the retro and the value, 5'
- Common retro antipatterns, 5'
- Case study #1 on an extraordinary retro, 5'
- Case study #2 on an extraordinary retro, 5'
- How can extraordinary retros be created?, 5'
- How do you generate useful action items for continuous improvement, 5'
- Overview of retro tools to ad to the toolbox, 5'
- Q&A to fill the remaining timebox

Learning Outcome

Learn why retrospectives lose their value. Two case studies will show how out-of-the-ordinary retros can have value. Attendees will walk away with concrete examples of how a transformation agent can integrate with local resources to provide an exceptional retrospective.

Target Audience

Agile Coach, Scrum Master, Facilitator


schedule Submitted 5 years ago

  • Victoria Schiffer

    Victoria Schiffer / Stephanie BySouth - The frontier to leadership agility

    45 Mins

    Stephanie BySouth | Director, Authentika

    We often expect ourselves to lead people like mythical legends with the mystical abilities to influence others. Expectations and judgements are thrown at leaders without consideration that they are also people. We aren’t afforded the same learning courtesy as Agile teams expect for themselves. That’s OK, because we know; no matter how safe, it’s not nice or easy to fail people. Especially those we are accountable for.

    With this level of accountability and the need to support senior management to cross ‘the Agile team to Agile leadership chasm’ with clients, it was time for a leadership agility framework that serves us, the business and our teams simply and sustainably.