The Facilitator asks each participant, in round-robin fashion, to answer these two questions:项目管理者联盟 1. What one aspect of this project would you change if you could?项目管理者联盟 2. What one aspect of this project would you keep unchanged?项目管理者联盟 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：项目管理者联盟 1． 如果可以，你将对这个项目的哪个方面做出改变？项目管理者联盟 2． 哪个方面是你不想改变的？项目管理者联盟 Conclude Meeting总结会议 项目管理者联盟 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.项目管理者联盟 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.项目管理者联盟 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。项目管理者联盟 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。项目管理者联盟 Documentationbbs.mypm.net 文档项目管理者联盟 Deliverables交付物 项目经理博客 The retrospective objectives dictate the documentation to be generated, beginning with the Retrospective Summary Report. Retrospective documentation might include:pmp.mypm.net · A full list of issues in clustered or prioritized order项目管理者联盟 · Summary of lessons learnedtraining.mypm.net · An action plan for addressing the top issues项目管理者联盟 · Recommendations for improvements to be made in the organization’s engineering, quality, or management processes项目管理者联盟文章 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：项目管理者联盟 · 汇总或按优先级排列的所有问题清单项目管理者联盟 · 教训总结项目管理者联盟 · 解决关键问题的行动计划项目管理者联盟 · 在组织工程、质量和管理过程方面的改进建议talent.mypm.net Metrics度量 项目管理者联盟 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.项目管理者联盟 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。项目管理培训 Distribution分发 项目管理者联盟 1. The Coordinator or Facilitator produces the retrospective documentation and distributes it to the intended audience via e-mail, Intranet, or hardcopy.blog.mypm.net 2. File retrospective documentation, metrics, and artifacts in the project’s normal documentation location.项目管理培训 3. Feed recommendations into the organization’s software process improvement activities.项目管理论坛 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。 项目管理者联盟 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。club.mypm.net 3． 将改进建议反馈到组织软件过程改进活动中。项目管理者联盟 Follow-Up后续工作 bbs.mypm.net 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.项目管理论坛 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.PgMp.mypm.net 3. New process definitions, procedures, templates, and other process assets can be produced or existing ones can be revised based on the retrospective outcomes.项目管理者联盟 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。club.mypm.net 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。项目管理者联盟文章 Exit Criteria项目管理者联盟 退出标准www.mypm.net The Retrospective Summary Report and any other deliverables have been distributed to all retrospective participants and beneficiaries.service.mypm.net Project metrics and artifacts have been archived.项目管理者联盟文章 An action plan has been written and responsibility for following up on it accepted by an individual.blog.mypm.net Lessons learned from the retrospective have been recorded in the organization’s lessons learned repository. 项目管理者联盟 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管理者联盟 项目度量数据和工件已归档项目管理者联盟 已编写的行动计划，并且有人已经负责按计划执行项目管理者联盟
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