The Need for Ritual
Naming the Process
Prime Directive for a Retrospective
The Darker Side of Retrospectives
The Retrospective Facilitator
2 Anatomy of a Retrospective: A Case
Study
The Sample Retrospective
Preparing for the Retrospective
The Retrospective Plan
Retrospective Day 1
Retrospective Day 2
Retrospective Day 3
Preparing for the Facilitator’s Job
3 Engineering a Retrospective: Making
Choices
Engineering a Retrospective
First Consideration: What is the purpose
of this retrospective?
Second Consideration: How healthy is this
organization?
Third Consideration: Do I have the skills
to lead this retrospective?
A True Story
Who Should Attend the Retrospective?
Where Should the Retrospective Be Held?
Selecting a Residential Site
When Should the Retrospective Be Held?
How Long Should a Retrospective Be?
A True Story
4 Selling a Retrospective
Understanding the Market for Retrospective
Sales
Segment 1 Sales Approach (Change As Habit)
Segment 2 Sales Approach (Change Due to Pain)
Segment 3 Sales Approach (No Change Requested)
Selling Is Okay
A True Story
"Qualify" the Customer
Effective Selling Requires Listening
Sell Trust, Confidence, and Ongoing Support
5 Preparing for a Retrospective
Connect with the Managers
Map the Community
Collect Effort Data
Sample Effort Data Collection E-mail
Ready the Team
Three Sample Retrospective Handouts
What Is a Retrospective? How Should
You Get Ready?
Who Is Norm Kerth?
Retrospective Pre-work Handout
When to Get the Legal Department Involved
A True Story
Track Details with a Checklist
Retrospective Checklist
When to Arrive for the Retrospective
6 Retrospective Exercises
The Exercises
The "Introduction" Exercise
The "I’m Too Busy" Exercise
The "Define Success" Exercise
The "Create Safety" Exercise
A True Story
Another True Story
The "Artifacts Contest" Exercise
A True Story
References for Further Reading
The "Develop a Time Line" Exercise
Building the Time Line
Mining the Time Line for Gold
A True Story
The "Emotions Seismograph" Exercise
The "Offer Appreciations" Exercise
References for Further Reading
The "Passive Analogy" Exercise
References for Further Reading
The "Session Without Managers" Exercise
References for Further Reading
The "Repair Damage Through Play" Exercise
The "Cross-Affinity Teams" Exercise
A True Story
Preparing a Proposal for Management
The "Making the Magic Happen" Exercise
The "Change the Paper" Exercise
A True Story
References for Further Reading
The "Closing the Retrospective" Exercise
Designing a Retrospective Meal
References for Further Reading
A True Story
7 Leading a Postmortem
The Challenger Story
Transforming the Failed-Project Experience
Saving Face
Grieving Over Loss
Accepting a Lowered Self-Esteem
Qualifying to Lead a Postmortem
Some Important Differences Between Retrospectives
and Postmortems
8 Postmortem Exercises
The Exercises
A True Story
The "CEO/VP Interview" Exercise
The "Art Gallery" Exercise
The "Define Insanity" Exercise
A True Story, Revisited
The "Make It a Mission" Exercise
A True Story
References for Further Reading
9 On Becoming a Skilled Retrospective
Facilitator
Six Lessons
A True Story
Understanding the Facilitator’s Procedures
The "Dealing with Conflict" Procedure
References for Further Reading
The "Handling Resistance to Change" Procedure
The "Four Freedoms" Procedure
A True Story
References for Further Reading
The "Understanding Differences in Preferences"
Procedure
A True Story
References for Further Reading
The "Ingredients of an Interaction" Procedure
References for Further Reading
The "Congruent Messages" Procedure
Incongruent Messages
The Incongruent Facilitator
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