An Agile retrospective is a meeting that’s held at the end of an iteration in Agile software development. In the course of the retrospective, the team reflects on what happened within the iteration and identifies actions for improvement going forward.

Every member of the team members solutions the following questions:

What worked well for us?

What didn’t work well for us?

What actions can we take to improve our process going forward?

The Agile retrospective might be regarded as a “lessons realized” meeting. The team reflects on how everything went and then decides what adjustments they wish to make in the subsequent iteration. The retrospective is workforce-pushed, and team members ought to decide together how the meetings will be run and how decisions will be made about improvements.

Because Agile stresses the importance of continuous improvement, having an everyday Agile retrospective is among the most essential of Agile development practices. The Ninth Agile precept outlined in the Agile manifesto states, “At common intervals, the workforce reflects on methods to change into more efficient, then tunes and adjusts its behavior accordingly.” A framework, such as the one below, can be used to provide structure and keep dialogue throughout the retrospective focused.

Set the stage – get the staff ready to have interaction in the retrospective, perhaps with a warm-up activity similar to Plus, Minus, Fascinating (PMI) (5 minutes).

Collect data – create a shared picture of what occurred through the retrospective (10 minutes).

Generate insights – focus on what was profitable and identify any roadblocks to success (10 minutes).

Determine what to do – identify highest priority items to work on and put measurable goals on these items so they can be accomplished (15 minutes).

Shut the retrospective – mirror on the retrospective and find out how to improve it, and to appreciate accomplishments of the workforce and particular person interactions (5 minutes).

The form above shouldn’t be the only way to hold an Agile retrospective. It is important to consider other alternatives which include, but usually are not limited to project publish mortems, PMI retrospectives, six hats retrospectives, and asking the 5 whys.

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