![]() Sometimes the boards can be safely secured and stored. If team members are all in the same place, they don’t have to worry about moving the boards with the two drawings and the crucial information contained on them. Occasionally, handling the potentially sensitive information on these boards presents no problems. Handling sensitive information in a distributed retrospective Undiscussed issues and elements from all areas of the sailboat drawing may carry over from one retrospective to the next. It can be a good reminder of the helping team’s positive impact, putting wind in the sails.Īnother thing to notice in both boards is that notes may hang around for many consecutive retrospectives. The helping team, represented by the wind in the image, indicates what makes the team perform as it currently does. The anchor represents delaying issues that could derive from the impact/frequency board. The rocks represent identified risks (try our RAID log template), and they may persist for a long time until they are resolved. As the image above suggests, the goal/vision can include both long and short-term goals for the team. The sailboat allows the team to have lots of information about issues and actions. Image source: Build a board just like this with your team For this, there are several retrospective techniques that a team can use. Using the Sailboat Retrospective methodĪs mentioned before, the critical part of a retrospective is the action taken. ![]() In this case, notes should be left in place until their corresponding issues are resolved. Usually teams do not have enough time in the retrospective to deal with all of the items on the board. The team prioritizes the issues noted in the top right corner of the board and moves down to the bottom left, for as long as time permits. At the top right corner is the ‘high impact’ and ‘very often’ box, and in the bottom left corner is the ‘low impact’ and ‘rare’ box. Using only a few words, team members place notes in the box where their issue fits. This can be visualized using the following board.īuild a board just like this with your team The actions to be taken first must be for the issues with the greatest impact and frequency. Team issues can be addressed based on two characteristics: Related reading: Guide to team building activities for remote teams. Beyond that, the important output of every retrospective must be to determine actions to address the identified issues. Often, Agile retrospectives are used to relieve anxiety by openly talking about problems the team is facing. Using retrospectives to discuss team issues This starts by acknowledging the fact that every team will have issues. To visualize these challenges better, it’s useful to have the retrospective flow in mind, along with the specific team’s needs. How do you make sure the retrospective information remains private?. ![]()
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