Skip to main content

Should the Scrum Master validate the inputs from a retrospective

The retrospective can be the most challenging of the Scrum activities, because, well, people are involved. A former student, Vijay, asked me:
The scrum master is facilitating the retrospective meeting by hearing the positive and negative from the team members. Should the scrum master or team members validate each other's feedback during the retrospective? I hope the answer is....
Dear Vijay, I think the purpose of the first phase of a retrospective is to seek understanding. Different people in the team will have different truths. The objective is to understand all the truths, rather than to find the truth. So I prefer to ask the question, "what happened?" Just the facts, no judgements or accusations. Oh, by the way the left side (top half) of the flipchart,  this is for things that made you happy. The other half is for things that made you sad. It is helpful to understand the mood, but don't ask the question too soon, lest people focus too much on the thumbs up or down aspect of the question.

As a Scrum Master, it's my job is to prevent debate and other downward spirals. That's right, there is no such thing as a constructive debate! It drives people into their corners and makes agreement and consensus much more difficult. So people can ask clarifying questions of each other, but not rebut or challenge what was said, justify their own behavior or criticize others. "We understand and truly believe, everyone is doing the best job they can...." So we look for that 80% that everyone can agree on. This is the better basis for achieving a consensus for action.

As for recording, At each step of the retrospective, I would get cards up on a flip chart or pin board, then take a picture. As Scrum Master, I would only record individually those points that the team wants to act on in this sprint.

For a more complete discussion, check out "How we do a retrospective."


Comments

Popular posts from this blog

Sample Definition of Done

Why does Scrum have a Definition of Done? Simple, everyone involved in the project needs to know and understand what Done means. Furthermore, Done should be really done, as in, 'there is nothing stopping us from earning value with this function, except maybe the go-ahead from the Product Owner. Consider the alternative:
Project Manager: Is this function done?
Developer: Yes
Project Manager: So we can ship it?
Developer: Well, No. It needs to be tested, and I need to write some documentation, but the code works, really. I tested it... (pause) ...on my machine. What's wrong with this exchange? To the developer and to the project manager, "done" means something rather different. To the developer in this case, done means: "I don't have to work on this piece of code any more (unless the tester tells me something is wrong)." The project leader is looking for a statement that the code is ready to ship.

At its most basic level, a definition of Done creates a sh…

Scaling Scrum: SAFe, DAD, or LeSS?

Participants in last week's Scrum MasterClass wanted to evaluate approaches to scaling Scrum and Agile for their large enterprise. So I set out to review the available frameworks. Which one is best for your situation?

Recently a number of approaches have started gaining attention, including the Scaled Agile Framework ("SAFe") by Dean Leffingwell, Disciplined Agile Development (DAD), by Scott Ambler, and Large Scale Scrum (LeSS), by Craig Larman and Bas Vodde. (Follow the links for white papers or overviews of each approach).

How to compare these approaches? My starting point is Scrum in the team. Scrum has proven very effective at helping teams perform, even though it does not directly address the issues surrounding larger organizations and teams. An approach to scaling Scrum should not be inconsistent with Scrum itself.

Scrum implements a small number of principles and constraints: Inspect and Adapt. An interdisciplinary Team solves the problem. Deliver something of va…

What is the role of a Business Analyst in Scrum?

When I teach a CSM class, my goal is that my participants go home delighted (and of course that they learn about Scrum, that they are motivated to do Scrum, and can pass the online CSM exam). So after every class, I ask for feedback, in particular what could I do to get a better score. And for the next class, I strive to implement or address two or three of the points raised by my participants.

One issue that was raised was unanswered questions. It is annoying to ask questions and not get answers! Time is limited, so it is not always possible to answer all questions, so I thought, why not answer them on my blog? So here goes, first question:
What is the role of a Business Analyst in Scrum? This question is a challenge because Scrum doesn't answer this question! Scrum is a simple, team-based framework for solving complex problems. The roles and ceremonies in Scrum are designed to ensure that inspect and adapt can occur regularly with complete and correct information. Scrum does not…