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Project Retrospectives: A Handbook for Team Reviews

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Project Retrospectives: A Handbook for Team Reviews

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Description

  • Copyright 2014
  • Pages: 286
  • Edition: 1st
  • eBook (Watermarked)
  • ISBN-10: 0-13-348857-8
  • ISBN-13: 978-0-13-348857-9

This is the digital copy of the printed booik (Copyright © 2001).

With detailed scenarios, imaginative illustrations, and step-by-step instructions, consultant and speaker Norman L. Kerth guides readers through productive, empowering retrospectives of project performance.

Whether your shop calls them postmortems or postpartums or something else, project retrospectives offer organizations a formal method for preserving the valuable lessons learned from the successes and failures of every project. These lessons and the changes identified by the community will foster stronger teams and savings on subsequent efforts.

For a retrospective to be effective and successful, though, it needs to be safe. Kerth shows facilitators and participants how to defeat the fear of retribution and establish an air of mutual trust. One tool is Kerth's Prime Directive: Regardless of what we discover, we must understand and truly believe that everyone did the best job he or she could, given what was known at the time, his or her skills and abilities, the resources available, and the situation at hand.

Applying years of experience as a project retrospective facilitator for software organizations, Kerth reveals his secrets for managing the sensitive, often emotionally charged issues that arise as teams relive and learn from each project.

Sample Content

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Selling a Project Retrospective

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Table of Contents

Foreword xiii

Preface xv

Chapter 1: Introduction to Retrospectives 1

THE NEED FOR RITUAL 4

NAMING THE PROCESS 5

PRIME DIRECTIVE FOR A RETROSPECTIVE 7

THE DARKER SIDE OF RETROSPECTIVES 8

THE RETROSPECTIVE FACILITATOR 10

Chapter 2: Anatomy of a Retrospective: A Case Study 13

THE SAMPLE RETROSPECTIVE 13

PREPARING FOR THE RETROSPECTIVE 14

THE RETROSPECTIVE PLAN 16

RETROSPECTIVE DAY 1 18

RETROSPECTIVE DAY 2 25

RETROSPECTIVE DAY 3 28

PREPARING FOR THE FACILITATOR’S JOB 32

Chapter 3: Engineering a Retrospective: Making Choices 35

ENGINEERING A RETROSPECTIVE 37

WHO SHOULD ATTEND THE RETROSPECTIVE? 47

WHERE SHOULD THE RETROSPECTIVE BE HELD? 49

WHEN SHOULD THE RETROSPECTIVE BE HELD? 52

HOW LONG SHOULD A RETROSPECTIVE BE? 53

Chapter 4: Selling a Retrospective 57

UNDERSTANDING THE MARKET FOR RETROSPECTIVE SALES 59

SELLING IS OKAY 62

EFFECTIVE SELLING REQUIRES LISTENING 64


Chapter 5: Preparing for a Retrospective 67

CONNECT WITH THE MANAGERS 69

MAP THE COMMUNITY 73

COLLECT EFFORT DATA 76

READY THE TEAM 84

WHEN TO GET THE LEGAL DEPARTMENT INVOLVED 90

TRACK DETAILS WITH A CHECKLIST 91

WHEN TO ARRIVE FOR THE RETROSPECTIVE 93

Chapter 6: Retrospective Exercises 95

THE EXERCISES 99

DESIGNING A RETROSPECTIVE MEAL 165

Chapter 7: Leading a Postmortem 171

THE CHALLENGER STORY 174

TRANSFORMING THE FAILED-PROJECT EXPERIENCE 175

QUALIFYING TO LEAD A POSTMORTEM 186

SOME IMPORTANT DIFFERENCES BETWEEN RETROSPECTIVES AND

POSTMORTEMS 186

Chapter 8: Postmortem Exercises 189

THE EXERCISES 190


Chapter 9: On Becoming a Skilled Retrospective Facilitator 209

SIX LESSONS 211

UNDERSTANDING THE FACILITATOR’S PROCEDURES 220


Chapter 10: After the Retrospective 249

RETROSPECTIVE REPORTS 252

COLLECTING RETROSPECTIVE REPORTS 253

KEEPING THEWISDOM ALIVE 256

A SECURE LOCATION 258

CONDUCT A RETROSPECTIVE OF YOUR RETROSPECTIVE 259

A SECURE LOCATION 258
CONDUCT A RETROSPECTIVE OF YOUR RETROSPECTIVE 259
COLLECTING RETROSPECTIVES-OF-RETROSPECTIVES REPORTS 261


Index 263

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