Sprint retrospective ideas12/18/2023 And recently, it’s just been difficult to get teams to do them, for a variety of reasons. Rice: For a lot of teams, retrospectives are on the agenda, but they’re really far down. Image: Shutterstock Win Buy-In by Articulating and Documenting the Meeting’s Value Other times, it makes sense to assign ownership to team leads. Usually the group owns action items collectively. Walk out with action items, but don’t assign ownership when it’s not appropriate.Leaders may see a solution, but they should let teams figure things out themselves. If participants seem uncomfortable, break the ice.Moving to group discussion too early can erase diversity of opinions. Leave space for individual reflection.Launching in without a summary makes prior retros seem pointless. Sum up what happened in the last retro. Make sure participants understand what their focus should be - and who can speak up. Often, teams view retros as low priority. Win buy-in by articulating and documenting the meeting’s value.Read This Next Agile’s Early Evangelists Wouldn’t Mind Watching It Die We spoke with Rice, Liew and Kahlon about what strategies they’ve found make sprint retros more actionable. “If, at the end of the day, people feel good about what they’re delivering to their customers, that’s team therapy in itself,” he said. A retro is successful when participants walk away with concrete ways to more efficiently handle customer pain points and deliver new products. Structured retros also signal to teams that you value their time - retros should not feel like an unnecessary 60-minute interruption on the calendar.Īction-oriented retros are a gift to teams, said UiPath CPO Param Kahlon. Setting a structured game plan for retrospectives helps keep conversations on track - the focus should be on improving processes, not evaluating individuals, Liew said. “If a team is frustrated about something, I think it’s good to get that out on the table, instead of letting it stew and not tackling it head on,” Ruth Liew, senior director of engineering at Meltwater, said. A happy medium requires some serious skill on the part of engineering and product leaders, to ensure retrospectives yield real, actionable outcomes. Nobody wants a group that spirals into emotion-fueled mudslinging, either. No sprint leader wants a room full of stone-faced, resentful participants. Sprint retrospectives may not involve any personal breakthroughs, but they are a chance to work through the problems that inevitably arise as groups of individuals attempt to work as a unit. “A retrospective is therapy,” Cognizant Softvision Engineering Lead Greg Rice told me.
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