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Constellation - Opening (#52)

Let the participants affirm or reject statements by moving around
Source: Lyssa Adkins via Luis Goncalves
Place a circle or sphere in the middle of a free space. Let the team gather around it. Explain that the circle is the center of approval: If they agree to a statement they should move towards it, if they don't, they should move as far outwards as their degree of disagreement. Now read out statements, e.g.
  • I feel I can talk openly in this retrospective
  • I am satisfied with the last iteration
  • I am happy with the quality of our code
  • I think our continuous integration process is mature
Watch the constellations unfold. Ask questions about people's observations, such as which constellations were surprising.
This can also be a closing activity (#53).

Speedboat / Sailboat (#19)

Analyze what forces push you forward and what pulls you back
Source: Luke Hohmann, found at Mike Griffiths
Draw a speedboat onto a flip chart paper. Give it a strong motor as well as a heavy anchor. Team members silently write on sticky notes what propelled the team forward and what kept it in place. One idea per note. Post the stickies motor and anchor respectively. Read out each one and discuss how you can increase 'motors' and cut 'anchors'.

Variation: Some people add an iceberg in the back of the image. The iceberg represents obstacles they already see coming.

If I were you (#95)

What could sub-groups improve when interacting with others?
Source: Thomas Wallet
Identify sub-groups within the participants that interacted during the iteration, e.g. developers/testers, clients/providers, PO/developers, etc. Give participants 3 minutes to silently write down what they think their group did that negatively impacted another group. One person should be part of one group only and write stickies for all groups they don't belong to - 1 sticky per issue.

Then in turn all participants read their stickies and give them to the corresponding group. The affected group rates it from 0 ('It was not a problem') to 5 ('It was a big problem'). Thus you get insights and shared understanding about problems and can select some of them to work on.

Systemic Consensus (#103)

Check for resistance instead of approval
Source: Georg Paulus, Siegfried Schrotta \& Erich Visotschnig via Corinna Baldauf
Do you have a hotly debated matter with several possible ways to go and the team can't agree on any of them? Instead of trying to find a majority for a way that will create winners and losers, try what happens if you turn the decision inside out:
Draw a table with the voters in the left-most column and proposals on top. Now everybody has to fill in their resistance towards each proposal. 0 means 'no resistance - this is what I want', up to 10, meaning 'shoot me now'. Give the least hated solution a try.

Helped, Hindered, Hypothesis (#16)

Get concrete feedback on how you facilitated
Source: Agile Retrospectives
Prepare 3 flip chart papers titled 'Helped', 'Hindered', and 'Hypothesis' (suggestions for things to try out). Ask participants to help you grow and improve as a facilitator by writing you sticky notes and signing their initials so that you may ask questions later.

(#)


Source:
Retromat contains 127 activities, allowing for 8349005 combinations (25x30x22x22x23+5) and we are constantly adding more.

Created by Corinna Baldauf

Corinna wished for something like Retromat during her Scrummaster years. Eventually she just built it herself in the hope that it would be useful to others, too. Any questions, suggestions or encouragement? You can email her or follow her on Twitter. If you like Retromat you might also like Corinna's blog and her summaries on Wall-Skills.com.

Co-developed by Timon Fiddike

Timon gives Scrum Trainings. As Integral Coach and Agile Coach he coaches executives, managers, product owners and scrum masters. He has used Retromat since 2013 and started to build new features in 2016. You can email him or follow him on Twitter. Photo © Ina Abraham.