- Nov 5, 2007How can a retrospective be done by the 'team' - if the 'team' consists
of 100's of people situated globally - who contribute in a material
way to the retrospective? (given that a team is usually 7-10 people,
but that programs consists of many teams)
Isn't the retrospective supposed to be a 'streamlined and structured'
way to develop process improvement ideas that can be 'vetted' with the
SCRUM master and the business (who PAYS for the changes being
contemplated by the 'team')?
How are such ideas 'baked', prior to selecting only those ideas that
are the most 'optimal' for the client and the team(s) that must learn
and adopt the revised process(es)? How are stakeholders/owners allowed
to collaborate with the 'retrospective' team - to insure that they
aren't 'out there' - evaluating potential changes that the
stakeholders would ultimately - never consider supporting?
When using a high concentration of consultants, isn't it the
responsibility of the SCRUM master to develop and gain approval on
just HOW a retrospective will be properly positioned to insure that
the company can 'harvest' the collective knowledge of all the program
participants in the most optimal way? Do I understand correctly that
all this can be done within a (3) hr. window every month? Wouldn't
this neccessitate a well thought out plan (in advance)for how to run
these meetings -- what tools are needed -- what
communication/collaboration model will be used to insure buy-in and
participation from ALL impacted stakeholders?
- Next post in topic >>