Retrospective Meeting项目管理者联盟 回顾会项目管理者联盟 Open Meeting开始会议 The Facilitator opens the meeting.pmp.mypm.net 1. State the meeting objectives and agenda.项目管理者联盟 2. Briefly review the retrospective process and the end goal.项目管理者联盟 3. Introduce participants and their roles, if they don’t all know each other.PgMp.mypm.net 4. Present ground rules for the retrospective (such as respecting all opinions, not blaming anyone for past events, one speaker at a time).项目管理者联盟 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.项目管理者联盟 推动者启动会议talent.mypm.net 1． 陈述会议的目标和讨论日程项目管理者联盟 2． 简要介绍回顾过程和最终目标项目管理培训 3． 如果与会者彼此不认识，简要介绍参与者及其角色。项目管理者联盟 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）talent.mypm.net 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项目管理者联盟 Collect Project Metrics and Artifacts收集项目度量数据和工件 项目管理论坛 1. Gather any specified metrics regarding the project’s performance, such as estimated and actual schedule, effort, cost, and defect performance.club.mypm.net 2. Gather copies of deliverables, documentation, and other items that participants identify as being significant artifacts of the project to be archived and discussed.项目经理博客 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。service.mypm.net 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。bbs.mypm.net 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].项目管理培训 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。项目管理者联盟 Surface Issues使问题表面化 talent.mypm.net 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. club.mypm.net Other possible questions to ask in order to generate issues:pmp.mypm.net · What happened on the project that surprised you?项目管理者联盟 · What do you know now about the project that you wish you had known earlier? How would this have changed the project?项目管理者联盟 · What skills or knowledge turned out to be the most important?www.mypm.net · How effectively did the team capture and communicate the voice of the customer?项目管理者联盟 · How effective were the project’s quality control and assurance activities?项目管理者联盟 · What is your level of comfort with regard to the product’s quality?项目经理博客 · 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。项目管理培训 一些可以用来捕获问题的提问：转自项目管理者联盟 · 项目中是否发生过让你觉得意外的事情？项目管理者联盟 · 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？项目管理者联盟 · 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？项目经理圈子 · 项目的质量控制和保证活动的效果如何？项目管理者联盟 · 对于项目的质量，你的满意度在哪个级别？转自项目管理者联盟 · 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？项目管理者联盟 Cluster and Prioritize Issues收集和区分问题优先次序 bbs.mypm.net 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.talent.mypm.net 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。项目管理者联盟 Determine Root Causes确定根本原因 training.mypm.net 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项目管理论坛 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。项目管理者联盟 Develop Improvement Ideas探讨改进要点 项目管理者联盟 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.项目管理者联盟 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。项目管理者联盟 Final Two Questions最后两个问题 项目管理者联盟
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