Body language is an important part during discussions. To solve this - partially - you could use good cameras and make sure everybody is visible during the retrospective. And thatʼs not per definition a bad thing, only you miss out on a lot you could learn from. The retrospective is then often very factual. This is easily lost in a distributed environment When you are in the same room, you can read someoneʼs attitude, body language. Retrospectives are a lot about emotions, attitude, etc.If you vary a lot in how you organize it, you get a lot of different feedback Be creative and surprise the team if you are responsible for organizing the retrospective.Lieuwe van Brug from Lerni.io has practiced running retrospectives with distributed teams to a great extent, so here is the tips from the pro: As such, all participants need to accept that everyone did the best work they could, given their skills and knowledge at the time. If someone is afraid to discuss a problem, it will remain a problem for the next Sprint.Īt the same time, it should be recognized that a retrospective’s goal is not to point out individual people’s mistakes, but to figure out how the team can improve. It’s also important that all participants feel free to express their honest opinion, free from the threat of retribution. It’s the Scrum master’s job to ensure everyone stays engaged and they should be ready to change direction if they feel that their initial techniques are not working. After people have completed several previous retrospectives, they are liable to lose interest and not contribute. That means that everyone must be present and take part in the event. Step 1: Attendance and engagementįor a Sprint Retrospective to be worth the effort, the entire team must be involved. Make sure you also check our post on the barriers to successful sprint retrospectives. That being said, there are several steps that every sprint retrospective should include. The scrum handbook is deliberately vague on exactly how to perform a retrospective, instead, leaving it in the hands of the scrum master to determine the best methods for each team and scenario. How to run a sprint retrospective in 5 steps Read our full guide to team building activities and games to be a better facilitator It’s not enough to recognize what went well, or what problems were encountered, one has to generate a list of commitments for further iterations that will improve the team’s performance in the long term. A retrospective should not take more than two hours, and includes the entire team as well as a facilitator.Ī successful retrospective will generate outcomes that are quantifiable actions. It’s best applied in environments where a set team works on multiple projects or iterations. The driving principle for the retrospective is that a team can always do better and should always be looking for ways to improve. Read our recent post on agile methodologies for product managers.Ĭoding architect and Agile specialist with over 20 years of experience, founder of Lerni.ioįollow him: on Twitter or LinkedIn Historically, the whole team has met in a conference room for the exercise, but today’s prevalence of distributed teams requires new solutions. This helps make the next sprint planning much easier for the scrum master/product owner/whoever is running the next sprint/scrum. Sprint retrospectives usually happen at the end of each sprint and help build a strong scrum framework through continuous improvement. In essence, it is a meeting where the previous sprint is discussed. Its goal is to allow the scrum team to reflect on the sprint and determine how they can use that knowledge to improve future sprints. What is a sprint retrospective in Agile?Ī sprint retrospective meeting, also called an Agile retrospective, is a brief exercise where scrum team members discuss what could have made the last sprint/scrum more efficient. We also complemented the guide with useful tips from Lieuwe van Brug from Lerni.io, who has practiced running retrospectives with distributed teams many times. Scrum masters are trained to perform sprint retrospectives in person with their team, but what to do if someone in your team is becoming distributed? We created this guide to show you that even if you can’t be in the same room, it’s still possible to lead a successful retrospective. Everyone understands the importance of a Sprint Retrospective, yet as our teams become more distributed, it becomes even harder to run one successfully.
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