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Continuous Improvement (PMI's Code of Ethics and Professional Conduct,…

- - - - Reviews
        
        implementing
        
        The Scientific Method
        
        is a
        
        Pocess for investigating things and learning new knowledge or correcting previous knowledge.
        
        Consist
        
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        PDCA cycle
        
        consist
        
        Plan
        
        then
        
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        Follow some basic ground rules
        
        are
        
        Respect individuals.
        
        Diverge then converge.
        
        Let the data speak for itself
      - Product Feedback Loops and Learning Cycles
        
        implementing
        
        Feedback Loops
        
        consist
        
        Release
        
        months
        
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        asks questions
        
        How can we improve quality?
        
        How can we share the lessons learned with other groups?
        
        How can we improve efficiency?
      - Feedback Methods
        
        is
        
        Critical for success on agile projects.
      - Continuous Improvement-People
      - Approved
        
        is
        
        Related to iteration (or sprint) reviews.
      - Retrospectives
        
        the benefits
        
        Improved productivity
        
        Improved capability
        
        Improved capacity
        
        Improved quality
        
        is
        
        Specialized meeting that may be held after a release, or even the entire project.
        
        During the retrospective
        
        What areas could use improvement?
        
        What should we be doing differently?
        
        What is going well?
        
        the process
        
        Decide
        what to do
        
        Close the
        retrospective
        
        Generate
        insights
        
        Gather
        data
        
        Set the
        stage
- - - - Change for better
    - - on encouraging the team
        
        to
        
        initiate and implement small, incremental improvements
    - - Plan-Do-Check-Act cycle
        
        is similar to
        
        Plan-Develop-Evaluate-Learn
        
        is from
        
        Agile Projects
    - - The top-down
        
        are
        
        large, one-time efforts
      - Management-led re-engineering initiatives
- - - - Pair Programming
      - Daily Stand-up
      - Demo, Review, Retrospective
      - Product Release
- - - - Adapting of Agile to better fit our project environment
    - - the methodology "out-of-the-box"
    - - All the techniques and practices are designed to work in balance with each other
    - - Solve different problems
      - Face different challenges
      - Include different people
      - Operate in different organizations with different cultures and norms
- - - - a combination of two agile methods or agile methodology and a traditional approach
        
        are
        
        Agile-Agile Hybrid Scrum - XP
        
        focuse on
        
        XP provides great technical guidance
        
        Scrum provides a project governance model
        
        Agile -Traditional
        
        focuse on
        
        Agile methods build all the underwriting screens and reports
        
        Traditional converts the specification document into the executable code
- - - - Step 5: Close the Retrospective
        
        activities to close the retrospective
        
        Plus/Delta
        
        The team records what they want to do more of (“plus”) and what they want to change (“delta")
        
        Helped, Hindered, Hypothesis
        
        The team members provide feedback about the
        retrospective itself what helped, what hindered, and any ideas they came up with ("hypotheses”) for improving future retrospectives.
        
        Return on Time Invested (ROTI)
        
        Participants discuss the benefits of retrospectives,
        and then grade the meeting on a five-point scale to show whether their time was well spent.
        
        Appreciations
        
        Team members have an opportunity to express their appreciation to each other for specific efforts during the iteration.
        
        Team Self-Assessments
        
        Shore's Team Self-Assessment Scoring Model
        
        categories
        
        Thinking
        
        Collaborating
        
        Releasing
        
        Planning
        
        Developing
        
        Tabaka{s Team Self-Assessment Model
        
        investigates the areas
        
        Committed team
        
        Trust each other
        
        Bellief in vision and success
        
        Participatory decision making
        
        Empowered to make decisions
        
        Consensus-driven
        
        Self-organization
        
        Constructive disagreement
      - Step 1: Set the Stage
        
        Activities
        
        Check-In
        
        Participants answer a series of check-in questions with one or two words or a short phrase.
        
        Focus On
        Focus Off
        
        The team members discuss productive and unproductive
        ways of participating and agree to stay in the "Focus On”
        
        ESVP
        
        Participants anonymously identify their attitude toward the retrospective as Explorer, Shopper, Vacationer, or Prisoner.
        
        roles
        
        Explorers
        
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        Shoppers
        
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        Vacationers
        
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        Prisoners
        
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        Working Agreements
        
        The team brainstorms and then defines the working agreements they would like to put in place for the retrospective.
      - Step 4: Decide what to Do
        
        activities for on an action plan
        
        Short Subjects
        
        The team uses an action wheel with categories such as
        “Keep, Drop, Add" or "Start Doing, Stop Doing, Do More Of, Do Less Of” to identify problem-resolution actions.
        
        categories
        
        What Went Well, Do Differently Next Time
        
        Keep, Drop, Add
        
        Doing, Stop Doing, Do More Of, Do Less Of
        
        SMART Goals
        
        The participants transform their list of action items into
        goals that are SMART: Specific, Measurable, Attainable, Relevant, and Timely.
        
        Circle of Questions
        
        Each participant asks a question about how to improve one of the issues that has been identified, to be addressed by the next person in the circle.
        
        Retrospective Planning Game
        
        In this exercise, the team plans the tasks
        required to reach the process improvement goals they have identified for the next iteration.
      - Step 2: Gather Data
        
        facilitation techniques
        
        Timeline
        
        The team members create a timeline to track the progression of the iteration.
        
        Triple Nickels
        
        The team is divided into five groups that spend five minutes gathering or building on five ideas, five times.
        
        Color Code Dots
        
        The team members identify where their energy was high and low during the course of the iteration.
        
        Mad, Sad, Glad
        
        The participants identify their emotional reactions throughout
        the iteration.
        
        Locate Strengths
        
        The team identifies what went well during the project.
        
        Satisfaction Histogram
        
        The team members create a graph that shows how satisfied they feel about a particular area or issue.
        
        Team Radar:
        
        The team assesses how they have performed against their previous process improvement goals.
        
        Like to Like
        
        Like: The team compares their reactions to events that occurred over the course of the iteration.
      - Step 3: Generate Insights
        
        activities to generate insights,
        
        Brainstorming
        
        The team focuses on generating a high volume of ideas that will be filtered afterward.
        
        Five Whys
        
        The participants analyze the underlying cause of a problem by asking "Why?" five times to move beyond their automatic answers and identify the actual root cause of the issue.
        
        Fishbone Analysis
        
        The team uses this diagramming tool-often along with the
        Five Whys exercise to display their root cause analysis of a problem.
        
        Prioritize with Dots
        
        To determine their priorities, the team members use the dot voting
        technique
        
        Identify Themes
        
        The participants identify recurring patterns in the strengths they identified in Step 1.
- - - - Fullfill our commitments
      - Take ownership for errors
      - Accept only suitable assignments
      - Protect propietary information
      - Act in the best interests of all
      - Uphold the code and hold others accontable