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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