What is a sprint retrospective and why is it so
important?
Evolution is a
continuous process, and if a person studies the past, he or she can avail a
much better idea about how things exist the way they do today. The rule is not
so different for scrum. If one is able to study the performance of sprints
which have been carried out in the past, one can possibly know about what
issues and pitfalls have affected prior sprints, and in what manner. Sprint
retrospectives offer an opportunity to learn from the sprints which have
already been carried out, and what the management still needs to learn from
them. It is one of the main reasons why retrospectives exist in scrum. At the
end of each sprint, the product owner and the scrum master meet to discuss
about, and analyze the sprint which has just been completed. The process
enables the scrum team to better itself, and avoid the problems which have
occurred in the past. The entire team as well as the project can move forward
in a positive and a fruitful manner.
The lessons learnt
and the results obtained from a retrospective are very much useful for planning
the next sprint. The results play an important part in the sprint planning
meeting carried out just before a new sprint is initiated. Ideally, a meeting
lasting for 30 to 60 minutes should be carried out immediately after the
current sprint is over. The main purpose of the meeting should be to brief the
team members as to how they should prepare for the retrospective to be held at
a later date.
Who attends the retrospective?
It is mandatory for
the product owner and the scrum master to attend the meeting. Ideally, the
meeting should also be attended by the team members since the main purpose of the
meeting is to learn about the mistakes occurred during the sprint, and concerns
the team. If so desired, the investors and the stakeholders can also attend the
meeting. However, their role should only include providing feedback and any
information pertaining to the acceptance criterion if so required by the team
members or the product owner.
Conducting the retrospective
Before starting with
the retrospective, ensure that each person attending the meeting is clear about
what is to be discussed, and what goals are to be achieved from the meeting. It
is important to convey that the purpose of the meeting is not to point fingers
and accuse others for something that has gone wrong. The team should face the
problem collectively and in a sporting manner.
Chart out the entire
sprint on the whiteboard and indicate the user stories which have met with
difficulties, or which have not been accepted as “done”. Instruct the team
members to take notes as the meeting progresses, or as and when they feel it is
necessary to do so. Discuss about the
actual problem which has occurred. Explain about the exact nature of the
problem to the team members, and how the particular problem has affected the
results desired out of the sprint. In addition, the members could also be
explained about the significance of the problem from the ROI point of view. In
the end when the briefing activity is over, ask the team members to submit
their notes and encourage them to participate in the discussion. Ask them to
contribute their opinion as to how the problem could have been avoided, and
what steps should be taken to correct it.
It should not matter if the team
member lacks the knowledge or the experience to contribute anything concrete or
of significance during the discussions. It should also be acceptable if the
particular member offers a suggestion which is wrong or unacceptable. The basic
purpose of the retrospective is to learn through collaboration. There is
learning involved in the process, and the team should benefit from the discussions
in a positive manner. Moreover, scrum advocates active participation and
invites suggestions from everyone associated with the project. It is for the
product owner and the scrum master to unanimously decide which suggestions are
important and should be taken up for consideration.
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