敏捷回顾会议指南：实战提升团队效率

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"《敏捷回顾》(Agile Retrospectives)是埃斯特·德里伯和戴安娜·拉森共同撰写的一本经典著作，专为了解和提升敏捷团队的回顾会议效果而设计。两位作者凭借在软件行业的多年经验，将深度的实践洞察提炼成了一本实用指南，不仅限于敏捷团队，任何希望改进团队协作、反思和学习过程的领导者都能从中受益。该书强调了回顾会议在迭代、发布和项目管理中的核心作用，为那些自学成才的团队引导者提供了坚实的基础，帮助他们确保这些会议的有效性和创新性。书中的策略和方法旨在保持回顾活动的新鲜感，促使团队不断学习和进步。评论家如约 Johanna Rothman，知名作者、演讲者及咨询顾问，高度评价了这本书，认为它为软件业界的团队领导提供了宝贵的参考，不论是否是传统的敏捷实践者，都可以从中找到提升团队效能的路径。戴夫·霍弗，Obtiva Corp.的首席顾问，在书中也赞扬了其对保持回顾会议活力的实用性。此外，迈克·科恩，知名的《敏捷估算与规划》作者，更是将其列为必读之选，强调了这本书对于所有团队领导、引导者以及致力于推动团队改进的人来说，都是不可多得的资源。博士级专家希拉·奥康纳也对本书给予了积极认可，肯定了它在六西格玛等持续改进方法中的应用价值。《敏捷回顾》是一本集实战经验和理论指导于一体，深入探讨如何通过有效的回顾会议驱动团队成长和优化工作流程的宝典，无论是新入行者还是资深从业者，都值得一读再读，持续从中吸取精华，提升团队的整体性能。"

Introduction

Suppose you are a member of a software development team. You’re

doing good work, but not great work. You’re starting to see signs of

interpersonal friction on the team, and some people you would like to

retain on the team are dusting off their résumés. You know you need to

adapt your practices and ease the interpersonal tension before things

get worse. You want to introduce retrospectives to your team.

Maybe you are a team lead, and you’ve heard about retrospectives but

have never tried one. You’ve heard retrospectives can help teams per-

for m better, but you’re not sure where to start.

Maybe you’ve been holding retrospectives for months, and your team

isn’t coming up with any new ideas. You need a way revitalize your

retrospectives so the team doesn’t lose the gains they’ve made.

Whatever the reason you’ve picked up this book, we assume you think

retrospectives might help your team. Whether you’re a coach, a team

member, or a project manager and whether you’re expected to lead

retrospectives after every iteration or are initiating retrospectives for

the ﬁrst time, you’ll ﬁnd ideas and techniques that you can apply to

your situation.

Our main focus in this book is short retrospectives—retrospectives that

occur after one week to one month of work. Whether you are using Agile

methods or more traditional incremental or iterative development, your

team has an opportunity to reﬂect at the end of every increment and

identify changes and improvements that will increase the quality of the

product and the work life of team members.

Retrospectives are a natural ﬁt in an Agile work environment—Scrum

and Crystal explicitly include “inspect and adapt” cycles for the meth-

ods and teamwork along with mechanisms to examine and improve the

product. While continuous builds, automated unit tests, and frequent

INTRODU CTION xvii

demonstrations of working code are all ways to focus attention on the

product and allow the team to make adjustments, retrospectives focus

attention on how the team does their work and interacts.

Retrospectives are also a natural ﬁt in a team environment—where

membership in the team is less than ten and the work is interdepen-

dent. Retrospectives help people improve practices, handle issues, and

surface obstacles on a regular basis.

Iteration retrospectives focus on real problems that affect teams. Dur-

ing retrospectives, teams discover real solutions that they can imple-

ment without waiting for management’s permission. Since experiments

and changes are chosen, not imposed from above, people are more

invested in their success.

When we started leading retrospectives more than a decade ago, most

retrospectives looked at whole projects that had run for a year or more.

In the past ten years, there has been a shift. More and more teams are

working in shorter iterations and releasing software more frequently.

These teams no longer wait until the end of a long project to inspect

and adapt. They look for ways to improve at the end of every iteration.

Team coaches, team leads, and team members now lead their own ret-

rospectives.

Even if your team isn’t using Agile methods, you can adapt the advice

in this book to inspect and adapt your processes and teamwork before

the end of a project: hold a retrospective every month or so or at project

milestones.

You may need to convince your managers that this is a good use of your

time and company dollars. A growing body of data—both ﬁnancial and

empirical—shows that consistent retrospectives result in real savings

and improvements.

In this book, we’ll introduce a structure for retrospectives and walk

through the process of planning, designing, and leading a retrospective.

We’ll supply activities and guidance on how to use them, and we’ll share

stories from real retrospectives.

We’ve also included a chapter on the role of the retrospective leader. We

believe that most people can lead retrospectives with conﬁdence and

competence—and help the team achieve results—with a good structure

and the right tools.

CHAPTER 1. HELPING YOUR TEAM INSPECT AND ADAPT 2

“Curious,” said the second.

“Bummed about the defects,” answered the third.

“Hey, that’s more than a word or two!” said the ﬁrst team member and

gave the wordy team member a poke in the arm.

“OK. Bummed,” he corrected.

The last two gave their responses, and Dana moved on.

“Do we need any amendments to our usual working agreements for this

meeting?” Dana asked, gesturing to the working agreements posted on

the wall. After all agreed the working agreements were sufﬁcient, Dana

outlined the process for the meeting.

“First we’ll look at our data and then brainstorm and cluster possible

causes. After that, we’ll generate some ideas to approach the problem

in our next iteration, choose one, and design an experiment. Sound

OK?”

When all agreed, Dana moved to the next step.

“Let’s look at our defect data,” Dana said, pointing to a large chart

that showed each feature they’d worked on and the number of defects

they’d found in their own testing. “What was going on here?” she asked.

“Give me a read on what was going on as you worked on each of these

features.” She handed out small, colored sticky notes. “Let’s look at

what was going on during the iteration—post the events you remember.

Then put an orange sticky note where there was frustration.”

“Hmm,” a team member mused as she put the last orange sticky note

on the wall. “I’m surprised that the frustration isn’t clustered with the

defects. I wonder what that’s about.”

“Let’s see whether we can answer that. Take ﬁve minutes to write down

everything we know and then see what patterns we can discern.” Dana

handed out larger sticky notes and markers.

One team member wrote furiously. Another stared at the chart for a

minute and then started jotting down notes. Two others talked quietly

and compared ideas as they started writing.

At the end of ﬁve minutes, team members walked to the white board

and stuck their sticky notes on it.

“Which of these seem like they might have a similar cause?” Dana

asked. Team members moved the sticky notes around, putting two or

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敏捷回顾会议指南：实战提升团队效率

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