Previously, I have worked with a team whose overall effectiveness has been called in to question by people who the team interfaced with. Upon further investigation it became clear that the perception those people had of the team was largely based on anecdote and yet, as the lead of the team said, perception is reality.
The lead and I sat to discuss this and agreed to substantiate some of the comments being made and the process that we would follow to derive actions that we could then take towards discernible improvements. I think that what we ended with is an interesting way of looking at gaining input in to a team’s retrospective and contrary to the way I have seen it done previously, namely that the team sourced opinion from outside of the team rather than internally, and so wanted to share it.
We started by identifying the customers of the team and given that this was the first instance of running this process, we also chose to keep the group size small, identifying just the key individuals with an agreement that in subsequent iterations, we would extend the group.
We designed a small survey comprising 4 questions that we would ask of the individuals:
- What is your perception of the team’s performance?
- On a scale of 1 to 10, how would you rate the performance of the team?
- Given the rating that you have just given the team, how could we make ourselves a 10?
- Can you suggest any ways in which we could measure the effect of the improvements that you suggest?
Questions 1 and 2 in the above were actually of little significance in respect of helping the team to improve, their purpose focused more on providing some context to the presentation that would be made back to the team after the interviews had been conducted.
Question 3 gave the person being interviewed an opportunity to make specific recommendations for how the team could improve and so in our opinion, was the most important. Less important then was question 4 though it did serve to make the people being interviewed question the feedback that they had in response to question 3 and to offer the team with some sense of measures that they could use that would be meaningful to their customers.
With this data, the team lead conducted a Retrospective. It started with a presentation of the information that had been collected. The team was told from the outset that this was data that had been collected and that while they may disagree with some of the comments made, it was the perception of others and that therefore they needed to accept it as it was.
The remainder of the Retrospective was split in to three sections, an idea generation session titled “What Changes Can We Make That Will Result In Improvement?”, followed by an associated filtering session which looked at the ideas generated and asked the question “How Will We Know That The Change Is An Improvement?”. The purpose of this filtering session was to filter out those ideas that could not be measured one way or another. The team estimated the value an item would have in respect of impacting their performance using a relative scale and followed that by estimating the effort involved in bringing about the change. Both of these estimates were done using a relative points scale. Finally, the value estimate was then divided by the effort estimate to give an indication of the Return on Investment and the item with the highest return was selected for action by the team.