Retrospective

Step 1: Determine the Retrospective Level

Identify whether this is a sprint retrospective or a phase retrospective:

• Sprint retrospective: 45–60 min, end of every sprint, team-level, focuses on process and collaboration
• Phase retrospective: 90–120 min, post-gate, broader audience (can include stakeholders), focuses on phase governance and delivery quality

Structure the session using the retrospective schema in schemas/retrospective.schema.json. For phase retrospectives, extend with phase-level sections covering contract adherence, RACI effectiveness, and governance quality.

Step 2: Prepare the Session

Before the session:

• Confirm participants: whole delivery team for sprint; delivery team + PO + sponsor for phase
• Book a timebox and a facilitator (ideally not the Delivery Lead — use rotation to prevent bias)
• Provide the team with a way to submit anonymous input before the session (sticky notes, digital board, or written input)
• Review action items from the previous retrospective — these are the opening agenda item

Step 3: Review Previous Action Items

Open every retrospective by reviewing what was committed in the last one:

• For each action item: completed | partially completed | not started | no longer relevant
• If not started or partially completed: why? Is it still worth pursuing?
• Carry forward incomplete but still-relevant actions to this session's action list
• Close actions that are no longer relevant with a brief note

This prevents retrospectives from becoming performative — teams that never follow up on actions lose trust in the format.

Step 4: Run the Start/Stop/Continue Format

For sprint retrospectives, use the Start/Stop/Continue format (default):

1. STOP (10 min): What should we stop doing? Practices, habits, or patterns that are causing harm or adding no value.
2. START (10 min): What should we start doing? New practices, tools, or habits that would improve the team.
3. CONTINUE (10 min): What is working well that we must preserve? Practices to protect from change pressure.

Facilitation rules:

• Every participant contributes at least one item per category
• Group similar items and dot-vote to identify the highest-priority themes
• The facilitator ensures no single voice dominates
• Hot takes and blame are reframed as systemic observations

Step 5: Define Action Items

From the prioritised themes:

• Select 1–3 action items (no more — focus over completeness)
• For each action item, define with the following fields (validate against schemas/retrospective.schema.json):
  • action: specific, concrete change to be made
  • owner: named person (not a role — a real name)
  • due_date: specific date within the next sprint or phase
  • success_indicator: how the team will know it worked
• Add action items to the improvement backlog

Step 6: Manage the Improvement Backlog

The improvement backlog is a persistent, prioritised list of team improvement actions:

• Validate against schemas/retrospective.schema.json
• New actions from each retrospective are added to the backlog
• At the start of each sprint planning, the top improvement backlog item is reviewed
• Actions that have been open for more than 3 sprints without progress are escalated to the Delivery Lead
• Completed actions are archived with outcome notes

Step 7: Conduct Phase Retrospective

At each phase gate, run a phase retrospective in addition to the sprint retrospective:

• Review the full phase: what went well, what was difficult, what would be done differently
• Review phase contract adherence: were estimates accurate? Were assumptions valid?
• Review the RACI: did accountability assignments work in practice?
• Produce phase improvement recommendations — these feed into the next phase contract and tailoring decisions
• Record phase retrospective outcomes in the evidence index as a gate artefact

Key Principles

1. Action items over complaints — a retrospective that ends without concrete actions is a therapy session, not a governance tool.
2. Follow-up is the credibility of the retrospective — if actions are never reviewed, the team stops caring about the format.
3. Facilitation rotation prevents bias — the same facilitator every sprint creates a power dynamic; rotate the role.
4. Phase retrospectives are governance artefacts — their outcomes feed into the next phase contract and the evidence index.
5. Improvement is iterative — 1–3 focused actions per sprint, consistently followed through, outperforms 10 aspirational actions never completed.

Reference Materials

• Schema: schemas/retrospective.schema.json
• references/artefact-catalog.md — Phase retrospective as mandatory phase gate artefact
• skills/sprint-facilitation/SKILL.md — Sprint ceremony context; Step 5 references this skill

Quality Checks

• Every retrospective opens with a review of previous action items
• Each session produces 1–3 action items with named owner and due date
• Action items are added to the improvement backlog and tracked
• Actions open for more than 3 sprints are escalated
• Phase retrospective is conducted at each gate and recorded in the evidence index
• Retrospective schema is valid for all entries in the improvement backlog