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24984Retrospective questions

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  • luau_boy
    Nov 5, 2007
      How 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?
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