The feedback and associated feelings (frustration, pride, enthusiasm, etc) should still be fresh and vivid enough to discuss in detail. This format, like most, should be used soon after a project comes to an end and before a new one begins. Again, some members may not see eye-to-eye on a certain topic and all perspectives will prove useful through further discussion. This portion of the meeting will cover the methods/techniques (etc) that did serve the team and its goals positively, landing them in a proverbial keep pile. It leaves members in a motivated state of mind for the future venture. Leaving the meeting on a positive note is cathartic after heavy unloading. Members can unpack their frustrations together. Members may have different feelings about the method/technique in question, making it a good time to investigate why it may or may not have empowered some members' processes.īringing up the stressors first is often easier, as negative experiences tend to stick out more vividly than positive ones (unfortunately). Scrum/team members take a quantitative look at the past sprint and identify what aspects didn't work for them and essentially vote to put those methods/techniques into the toss pile.
It consists of two segments, taking place in the following recommended order: What Didn't Go Well This simplistic but effective sprint format is a method used at post-project meetings to reflect on past ventures and to plan for future ones. What is the ‘What Went Well’ retrospective format?
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