You may experience differing opinions on how to solve the problem, so it’s important to acknowledge all points of view. Your goal should be to eradicate the issue that was brought up in the retro, so it never pops up again. In this step, you’ll need to develop clear and concise next steps. It’s now time to move to the next phase of the weekly retrospective – the action-planning phase. Agree on Next StepsĪt this point, you should have a list of challenges and potential solutions. When this is done, move onto the next step. Try to involve several members of the team in this process it will help to build consensus around the possible solutions to the problem. You’ll need to dig a bit to identify the root cause – spend most of your time asking “why” to help uncover this. Once again, make sure to involve the perspectives of everyone on the team, especially the individuals who came up with the pain point in the first place. Now that you have generated a list of the highlights and challenges for the week, it’s time to brainstorm possible solutions. In addition, if you are the facilitator, make sure to capture the insights of ALL the people in the meeting, not just the people that speak up first. The more that people contribute, the more information you have to work with (and the better the meeting goes). Keep in mind – it may be awkward for some people on your team to speak up, which is why it’s super important to thank people when they contribute. Make sure you create communication redundancy. For the things that didn’t go so well, use a red marker or sticky note. If you are using a whiteboard, highlight all the positive developments with a green marker or sticky note. Did you get stuck on anything this past week?.What were some of the challenges you faced in the past week?.If you are facilitating the conversation, make sure to ask questions like: In some sense, you are trying to determine what items you are going to discuss in the rest of the meeting. The point is that there should not be ambiguity around the tasks that have been completed. If you’re non-technical, reference the customer conversations you had, sales calls made, etc. If you use a task management system, reference the number of items tackled or cards completed. The next step is to start gathering some form of concrete data. If you hold a weekly retrospective, make sure to reiterate that you are discussing the past week. Soon, there will only be one person talking, which is less than ideal.įinally, make sure to give a sense of the time boundaries that the discussion encompasses. If one person is silent, more people will follow. If you notice someone is silent, do your best to encourage them to participate. It’s important to reiterate that this meeting exists to improve productivity and remove obstacles to success. Make sure to mention the purpose of the meeting at the beginning. Without warming up, the athlete won't perform as well. I think of it like an athlete warming up before a game. This is a collaborative meeting, so it’s important to “set the stage” or get the team warmed up. Warming upįirst, it’s important that everyone in the retrospective meeting is involved. P.S – we’ve build an online tool to make retros easy, even for non-technical teams. Read more about sprint retro questions in this post. We believe every team should hold retrospectives. In the rest of this guide, we’ll cover everything you need to know about retrospective meetings. In addition, the combination of perspectives can help teams capture a full view of what’s going on. It’s possible that many teams will only look at the future when a quick reflection of the past can help identify issues that limit productivity (and happiness). Weekly retrospectives are popular in agile circles in the workplace, as they promote the spirit of continuous improvement. In your everyday life, you may spend some time reviewing your day before you fall asleep, thinking about the great things that happened (or maybe the not-so-great). Sprint retrospectives (also known as retros) are meetings held at the end of a particular project or sprint, with the goal of helping teams look back, reflect, and discover ways to change future behavior and outcomes.
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