What makes a great retrospective, in your opinion?
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The roles of a Scrum Master and a Project Manager are different in terms of their focus, responsibilities, and how they operate within a team or organization. Here’s a breakdown of the key differences.
A great retrospective is one that empowers the team to have a safe, open, and productive conversation about what's working and what isn't. It's not just a status meeting; it's a dedicated time for the team to inspect their process and create a concrete plan for improvement. The key is to move beyond simply identifying problems and to focus on generating actionable solutions.
Key Elements of a Great Retrospective
Psychological Safety: This is the most critical element. The team must feel safe to be honest and vulnerable without fear of blame or punishment. The Scrum Master's role is to establish and enforce a "safe space" where people can openly discuss failures and successes, knowing the focus is on the process, not the people.
Clear Purpose and Focus: A great retrospective isn't a free-for-all. It's facilitated with a clear objective. For example, instead of a general "what went well/what didn't," the team might focus on a specific theme like "How did our communication during this sprint impact our velocity?" or "How can we improve our definition of 'Done'?"
Data-Driven Conversation: The discussion should be grounded in facts, not just feelings. The Scrum Master can help the team by bringing relevant data, such as sprint burndown charts, number of bugs found, or user feedback. This helps the team make informed decisions and prevents the conversation from becoming a blame game.
Actionable Outcomes: The retrospective must result in concrete, achievable action items. The team should select one or two improvements to focus on and assign a clear owner for each. These are then added to the team's backlog for the next sprint. Without a commitment to action, the retrospective is just a discussion without impact.
Engaging and Varied Activities: Using different formats and activities keeps the retrospective fresh and engaging. Instead of the same "start, stop, continue" format every time, a Scrum Master can introduce new techniques like "The Four Ls" (Liked, Learned, Lacked, Longed For) or "Mad, Sad, Glad." This helps elicit different perspectives and prevents the meeting from becoming stale.
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Describe how you coach a new Scrum team.
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