Retrospective Meeting
回顾会
Open Meeting开始会议 The Facilitator opens the meeting.
1. State the meeting objectives and agenda.
2. Briefly review the retrospective process and the end goal.
3. Introduce participants and their roles, if they don’t all know each other.
4. Present ground rules for the retrospective (such as respecting all opinions, not blaming anyone for past events, one speaker at a time).
5. If possible, have the Sponsor describe his interest in the retrospective and his commitment to respect its findings and follow up on recommended improvements.
推动者启动会议
1． 陈述会议的目标和讨论日程
2． 简要介绍回顾过程和最终目标
3． 如果与会者彼此不认识，简要介绍参与者及其角色。
4． 提出回顾会的基本原则（如尊重所有意见，既往不咎，轮流陈述等）
5． 如果可能，由主持人陈述他的关注点，及他对尊重会议发现、执行会议提出的改进意见的承诺
Collect Project Metrics and Artifacts收集项目度量数据和工件
1. Gather any specified metrics regarding the project’s performance, such as estimated and actual schedule, effort, cost, and defect performance.
2. Gather copies of deliverables, documentation, and other items that participants identify as being significant artifacts of the project to be archived and discussed.
1． 收集所有项目执行情况的度量数据，比如估算和实际进度，人力投入，成本，缺陷解决率等。
2． 收集交付物，文档，及其他参与者认为重要的工件进行归档和讨论。
Develop Project Timeline开发项目时间表 The Facilitator has the participants collaboratively develop a timeline for the project, identifying significant events. Have each participant describe the event, note the date, and describe why he or she views it as being significant. See [Kerth, 2001].
推动者让参与者一起协作开发项目时间表，识别重大事件。让每个参与者描述事件，注明日期，并描述为什么他或她认为这是重要的。
Surface Issues使问题表面化
The Facilitator leads the participants in surfacing issues, using the methods determined during planning in order to surface issues. Set a positive tone by beginning with what worked well and then addressing what could have gone better.
Other possible questions to ask in order to generate issues:
· What happened on the project that surprised you?
· What do you know now about the project that you wish you had known earlier? How would this have changed the project?
· What skills or knowledge turned out to be the most important?
· How effectively did the team capture and communicate the voice of the customer?
· How effective were the project’s quality control and assurance activities?
· What is your level of comfort with regard to the product’s quality?
· To what extent was the project life cycle that was used an effective means of driving the project and generating its deliverables?
推动者引导参与者找出表面问题，使用在计划时选用的方法从现象中找出问题。先以积极态度肯定好的方面，然后陈述哪些可以做得更好。
一些可以用来捕获问题的提问：
· 项目中是否发生过让你觉得意外的事情？
· 现在你知道有哪些事情是你希望事先知道的？如果事先知道，会令项目有什么改观？
· 事实证明，什么样的技术或知识是最重要的？
· 项目团队捕捉用户意图和和用户沟通的效率如何？
· 项目的质量控制和保证活动的效果如何？
· 对于项目的质量，你的满意度在哪个级别？
· 在整个项目过程中使用有效的手段推动项目进展并组织交付物的程度如何？
Cluster and Prioritize Issues收集和区分问题优先次序
The Facilitator leads the participants in grouping generated issues and prioritizing them, if they were not clustered during issue generation. Prioritize the issues within subject categories using group consensus, Pareto voting, or another technique. Be very clear about the criteria and method used for the selection. Narrow the scope of the discussion further by selecting the highest ranked 5 to 10 issues to be addressed during the remainder of the retrospective meeting.
推动者引导参与者将问题分组并排列优先级，如果这些问题不是在问题组织过程中收集。可以使用组员的一致意见，轮流投票或其他方法对每个专题类问题排列优先级。推动者要对排列标准和方法非常清楚。在回顾会的后半部分，选择优先级在5到10的问题进一步缩小讨论的范围。
Determine Root Causes确定根本原因
The Facilitator leads the participants in determining underlying cause of a success or problem for the top issues selected. Distinguish symptoms from root causes. For example, low defect-discovery rates in peer reviews may have inadequate training as a root cause. Each root cause can then be expressed as a lesson learned. For example, if a root cause of ineffective peer reviews is inadequate training, the lesson might be that the next project’s staff should be adequately trained to perform technical peer reviews by the start of that project
推动者引导参与者找出问题成功或失败的根本原因。根据根本原因区分症状。比如，同行评审中缺陷发现率很低可能是由于培训不充分导致。每个根本原因都可表述为一个教训，比如，如果一个效果不佳的同行评审的原因是培训不充分，则教训就是在下个项目开始时，项目组成员应接受足够的培训以有效执行技术同行评审。
Develop Improvement Ideas探讨改进要点
The Facilitator assists the participants in developing improvement recommendations. Recommend at least one improvement action which should be implemented for each top issue upon which root cause analysis was performed. Recommendations must meet two criteria: they must have a high likelihood of rectifying the targeted problem; and it must be feasible and practical for a committed team to implement them if they choose to do so.
推动者协助参与者探讨改进建议。在对根本原因分析的基础上，应对每个关键问题提出至少一条改进措施。改进措施必须符合两个标准：必须有很高的修正目标问题的可能性，并且对承诺实施的团队来说，必须确实可行并具有可操作性。
Final Two Questions最后两个问题
The Facilitator asks each participant, in round-robin fashion, to answer these two questions:
1. What one aspect of this project would you change if you could?
2. What one aspect of this project would you keep unchanged?
推动者问以round-robin的方式不按次序询问每个参与者以下两个问题：
1． 如果可以，你将对这个项目的哪个方面做出改变？
2． 哪个方面是你不想改变的？
Conclude Meeting总结会议
1. The Facilitator gains commitment of the Project Manager or other appropriate individual to take responsibility for the action plan addressing retrospective issues and to see that the plan is completed in a timely fashion.
2. The Facilitator closes the review meeting by reviewing what has occurred during the review meeting, describing wrap-up activities (such as issuing the retrospective summary report and action plan), and thanking the participants.
1． 推动者得到项目经理或其他指定人员的承诺，承诺对解决回顾会问题的行动计划负责，并按时完成计划。
2． 推动者回顾评审会的过程，并关闭评审会。推动者总结活动（比如编写并发布回顾会总结报告和行动计划），并感谢所有参与者。
Documentation
文档
Deliverables交付物
The retrospective objectives dictate the documentation to be generated, beginning with the Retrospective Summary Report. Retrospective documentation might include:
· A full list of issues in clustered or prioritized order
· Summary of lessons learned
· An action plan for addressing the top issues
· Recommendations for improvements to be made in the organization’s engineering, quality, or management processes
回顾的目的指定了以“回顾总结报告”开始的交付文档。可能包括以下几种：
· 汇总或按优先级排列的所有问题清单
· 教训总结
· 解决关键问题的行动计划
· 在组织工程、质量和管理过程方面的改进建议
Metrics度量
The Coordinator summarizes the total effort, in labor-hours, for the retrospective and reports it on the Retrospective Summary Report, in the following categories: planning, meeting (multiply meeting duration by the number of participants to get labor-hours), and documentation production.
协调员以工时为单位计算人力投入，并将结果分以下几类汇报到“回顾会总结报告”中：计划工时、会议工时（累加参与者会议时间得出会议工时）和文挡编写工时。
Distribution分发
1. The Coordinator or Facilitator produces the retrospective documentation and distributes it to the intended audience via e-mail, Intranet, or hardcopy.
2. File retrospective documentation, metrics, and artifacts in the project’s normal documentation location.
3. Feed recommendations into the organization’s software process improvement activities.
1． 协调员或推动者输出回顾文档并通过email，内部网或复印件方式分发给预期读者。
2． 将回顾文档、度量数据和其他工件按次序归档到项目通常存放文档的地方。
3． 将改进建议反馈到组织软件过程改进活动中。
Follow-Up后续工作
1. Action plans document the improvement actions that the team will take. The individual who took ownership of the action plan tracks progress toward implementation.
2. Add lessons learned to the organization’s lessons learned repository for viewing and searching. Lessons learned can be transformed into “Do” and “Don’t” checklists and can be incorporated into the next project’s planning and management activities.
3. New process definitions, procedures, templates, and other process assets can be produced or existing ones can be revised based on the retrospective outcomes.
1． 行动计划记录了项目组将采取的改进措施。制定行动计划的人负责跟踪计划的实施进度。
2． 将经验教训添加到组织经验教训库以便以后回顾和查询。经验教训可以转化为“做”和“不做”检查单，并可以收编到下一个项目计划和管理活动中。
3． 可以产生新的过程定义，步骤，模版，和其他过程资产，或在回顾的基础上修正现有的过程资产。
Exit Criteria
退出标准
The Retrospective Summary Report and any other deliverables have been distributed to all retrospective participants and beneficiaries.
Project metrics and artifacts have been archived.
An action plan has been written and responsibility for following up on it accepted by an individual.
Lessons learned from the retrospective have been recorded in the organization’s lessons learned repository.
回顾总结报告和任何其他交付物已分发给回顾会参与者和受益人
项目度量数据和工件已归档
已编写的行动计划，并且有人已经负责按计划执行
从回顾会得到的经验教训已经被记录在组织经验教训库中收藏地址:http://www.qqread.com/erp/33/z880143004.html进入讨论组讨论。
回顾会
Open Meeting开始会议 The Facilitator opens the meeting.
1. State the meeting objectives and agenda.
2. Briefly review the retrospective process and the end goal.
3. Introduce participants and their roles, if they don’t all know each other.
4. Present ground rules for the retrospective (such as respecting all opinions, not blaming anyone for past events, one speaker at a time).
5. If possible, have the Sponsor describe his interest in the retrospective and his commitment to respect its findings and follow up on recommended improvements.
推动者启动会议
1． 陈述会议的目标和讨论日程
2． 简要介绍回顾过程和最终目标
3． 如果与会者彼此不认识，简要介绍参与者及其角色。
4． 提出回顾会的基本原则（如尊重所有意见，既往不咎，轮流陈述等）
5． 如果可能，由主持人陈述他的关注点，及他对尊重会议发现、执行会议提出的改进意见的承诺
Collect Project Metrics and Artifacts收集项目度量数据和工件
1. Gather any specified metrics regarding the project’s performance, such as estimated and actual schedule, effort, cost, and defect performance.
2. Gather copies of deliverables, documentation, and other items that participants identify as being significant artifacts of the project to be archived and discussed.
1． 收集所有项目执行情况的度量数据，比如估算和实际进度，人力投入，成本，缺陷解决率等。
2． 收集交付物，文档，及其他参与者认为重要的工件进行归档和讨论。
Develop Project Timeline开发项目时间表 The Facilitator has the participants collaboratively develop a timeline for the project, identifying significant events. Have each participant describe the event, note the date, and describe why he or she views it as being significant. See [Kerth, 2001].
推动者让参与者一起协作开发项目时间表，识别重大事件。让每个参与者描述事件，注明日期，并描述为什么他或她认为这是重要的。
Surface Issues使问题表面化
The Facilitator leads the participants in surfacing issues, using the methods determined during planning in order to surface issues. Set a positive tone by beginning with what worked well and then addressing what could have gone better.
Other possible questions to ask in order to generate issues:
· What happened on the project that surprised you?
· What do you know now about the project that you wish you had known earlier? How would this have changed the project?
· What skills or knowledge turned out to be the most important?
· How effectively did the team capture and communicate the voice of the customer?
· How effective were the project’s quality control and assurance activities?
· What is your level of comfort with regard to the product’s quality?
· To what extent was the project life cycle that was used an effective means of driving the project and generating its deliverables?
推动者引导参与者找出表面问题，使用在计划时选用的方法从现象中找出问题。先以积极态度肯定好的方面，然后陈述哪些可以做得更好。
一些可以用来捕获问题的提问：
· 项目中是否发生过让你觉得意外的事情？
· 现在你知道有哪些事情是你希望事先知道的？如果事先知道，会令项目有什么改观？
· 事实证明，什么样的技术或知识是最重要的？
· 项目团队捕捉用户意图和和用户沟通的效率如何？
· 项目的质量控制和保证活动的效果如何？
· 对于项目的质量，你的满意度在哪个级别？
· 在整个项目过程中使用有效的手段推动项目进展并组织交付物的程度如何？
Cluster and Prioritize Issues收集和区分问题优先次序
The Facilitator leads the participants in grouping generated issues and prioritizing them, if they were not clustered during issue generation. Prioritize the issues within subject categories using group consensus, Pareto voting, or another technique. Be very clear about the criteria and method used for the selection. Narrow the scope of the discussion further by selecting the highest ranked 5 to 10 issues to be addressed during the remainder of the retrospective meeting.
推动者引导参与者将问题分组并排列优先级，如果这些问题不是在问题组织过程中收集。可以使用组员的一致意见，轮流投票或其他方法对每个专题类问题排列优先级。推动者要对排列标准和方法非常清楚。在回顾会的后半部分，选择优先级在5到10的问题进一步缩小讨论的范围。
Determine Root Causes确定根本原因
The Facilitator leads the participants in determining underlying cause of a success or problem for the top issues selected. Distinguish symptoms from root causes. For example, low defect-discovery rates in peer reviews may have inadequate training as a root cause. Each root cause can then be expressed as a lesson learned. For example, if a root cause of ineffective peer reviews is inadequate training, the lesson might be that the next project’s staff should be adequately trained to perform technical peer reviews by the start of that project
推动者引导参与者找出问题成功或失败的根本原因。根据根本原因区分症状。比如，同行评审中缺陷发现率很低可能是由于培训不充分导致。每个根本原因都可表述为一个教训，比如，如果一个效果不佳的同行评审的原因是培训不充分，则教训就是在下个项目开始时，项目组成员应接受足够的培训以有效执行技术同行评审。
Develop Improvement Ideas探讨改进要点
The Facilitator assists the participants in developing improvement recommendations. Recommend at least one improvement action which should be implemented for each top issue upon which root cause analysis was performed. Recommendations must meet two criteria: they must have a high likelihood of rectifying the targeted problem; and it must be feasible and practical for a committed team to implement them if they choose to do so.
推动者协助参与者探讨改进建议。在对根本原因分析的基础上，应对每个关键问题提出至少一条改进措施。改进措施必须符合两个标准：必须有很高的修正目标问题的可能性，并且对承诺实施的团队来说，必须确实可行并具有可操作性。
Final Two Questions最后两个问题
The Facilitator asks each participant, in round-robin fashion, to answer these two questions:
1. What one aspect of this project would you change if you could?
2. What one aspect of this project would you keep unchanged?
推动者问以round-robin的方式不按次序询问每个参与者以下两个问题：
1． 如果可以，你将对这个项目的哪个方面做出改变？
2． 哪个方面是你不想改变的？
Conclude Meeting总结会议
1. The Facilitator gains commitment of the Project Manager or other appropriate individual to take responsibility for the action plan addressing retrospective issues and to see that the plan is completed in a timely fashion.
2. The Facilitator closes the review meeting by reviewing what has occurred during the review meeting, describing wrap-up activities (such as issuing the retrospective summary report and action plan), and thanking the participants.
1． 推动者得到项目经理或其他指定人员的承诺，承诺对解决回顾会问题的行动计划负责，并按时完成计划。
2． 推动者回顾评审会的过程，并关闭评审会。推动者总结活动（比如编写并发布回顾会总结报告和行动计划），并感谢所有参与者。
Documentation
文档
Deliverables交付物
The retrospective objectives dictate the documentation to be generated, beginning with the Retrospective Summary Report. Retrospective documentation might include:
· A full list of issues in clustered or prioritized order
· Summary of lessons learned
· An action plan for addressing the top issues
· Recommendations for improvements to be made in the organization’s engineering, quality, or management processes
回顾的目的指定了以“回顾总结报告”开始的交付文档。可能包括以下几种：
· 汇总或按优先级排列的所有问题清单
· 教训总结
· 解决关键问题的行动计划
· 在组织工程、质量和管理过程方面的改进建议
Metrics度量
The Coordinator summarizes the total effort, in labor-hours, for the retrospective and reports it on the Retrospective Summary Report, in the following categories: planning, meeting (multiply meeting duration by the number of participants to get labor-hours), and documentation production.
协调员以工时为单位计算人力投入，并将结果分以下几类汇报到“回顾会总结报告”中：计划工时、会议工时（累加参与者会议时间得出会议工时）和文挡编写工时。
Distribution分发
1. The Coordinator or Facilitator produces the retrospective documentation and distributes it to the intended audience via e-mail, Intranet, or hardcopy.
2. File retrospective documentation, metrics, and artifacts in the project’s normal documentation location.
3. Feed recommendations into the organization’s software process improvement activities.
1． 协调员或推动者输出回顾文档并通过email，内部网或复印件方式分发给预期读者。
2． 将回顾文档、度量数据和其他工件按次序归档到项目通常存放文档的地方。
3． 将改进建议反馈到组织软件过程改进活动中。
Follow-Up后续工作
1. Action plans document the improvement actions that the team will take. The individual who took ownership of the action plan tracks progress toward implementation.
2. Add lessons learned to the organization’s lessons learned repository for viewing and searching. Lessons learned can be transformed into “Do” and “Don’t” checklists and can be incorporated into the next project’s planning and management activities.
3. New process definitions, procedures, templates, and other process assets can be produced or existing ones can be revised based on the retrospective outcomes.
1． 行动计划记录了项目组将采取的改进措施。制定行动计划的人负责跟踪计划的实施进度。
2． 将经验教训添加到组织经验教训库以便以后回顾和查询。经验教训可以转化为“做”和“不做”检查单，并可以收编到下一个项目计划和管理活动中。
3． 可以产生新的过程定义，步骤，模版，和其他过程资产，或在回顾的基础上修正现有的过程资产。
Exit Criteria
退出标准
The Retrospective Summary Report and any other deliverables have been distributed to all retrospective participants and beneficiaries.
Project metrics and artifacts have been archived.
An action plan has been written and responsibility for following up on it accepted by an individual.
Lessons learned from the retrospective have been recorded in the organization’s lessons learned repository.
回顾总结报告和任何其他交付物已分发给回顾会参与者和受益人
项目度量数据和工件已归档
已编写的行动计划，并且有人已经负责按计划执行
从回顾会得到的经验教训已经被记录在组织经验教训库中收藏地址:http://www.qqread.com/erp/33/z880143004.html进入讨论组讨论。
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