Post mortem meeting agenda

+ Date: - 01.07.2017 - 1238 view

The responses from the questionnaire should inform the post-mortem meeting's agenda, focusing the discussion on issues that had the biggest. The 10 most imoprtant tips for holding an effective post-mortem after any marketing project. Even a relaxed meeting needs an agenda.

If you rush it, you’ll get whatever comes to mind in the moment, which will usually say more about how each participant’s current project is going than what happened in the last one. In the software community, we see a lot of emphasis on ensuring the retrospective is about sharing insights and learning, and not about placing blame, venting, or working out your interpersonal issues. In-person meetings benefit from snacks!

IEEE /0514r0 ReportAdrian Stephens, Intel May 2015 Closing. If the list of potential invitees is too long, consider meeting separately with select subgroups and then holding a general session at which everyone reviews the results of the smaller meetings and you solicit final comments and suggestions. If this is your first retrospective, we recommend sticking with the simple format outlined below.

Start by reviewing the project facts: goals, timeline, budget, major events, and success metrics. Start positive by focusing on successes first. Studies show that the right-first/wrong-last structure is better at eliciting the right information. That said, if you're managing this, make sure you don't shoot the messenger--you're going to get opinions, and all opinions are valid.

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Are there any anti-patterns with post-mortems?Are you proud of our finished work?
  • We write down everything from all 3 of these sections of the meeting.
  • Nothing gets written down, it's just done informally.
  • Sometimes it's hard to distinguish between Bad and Ugly but we try.
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To make sure that happens, and to avoid the special unicorn trap, you must dedicate time to inspecting your successes first. To your videos so your grandma doesn’t encounter your Mature work by mistake. Turn each prioritized idea into an action plan. Ugly is ugly, it's stuff we wish we could forget or will have a big impact on the project. Use columns or a grid to organize answers in categories. Usually we know how we all felt since we're a small team but it's good to ask.

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Discuss what worked well and what didn’t. Document who will do what by when, and when the team can check back to see results. Don’t let this intimidate you. Each meeting needs to be AT LEAST 1 hour. Encourage feedback and improve the quality of service to clients. Everybody gets to stick the yellow index cards on the timeline marking important events in the release cycle. Everyone shares what they learned during the project: both the good and the bad.

I know this sounds a bit Pollyanna, and certainly setting a positive tone is one big reason for this guideline. I like that format since we do 4 week sprints and it's sometimes hard to keep track of what happened at what point. I'll second the Agile Retrospectives book. I'm going to try a timeline where everybody puts notes on what happened when during the sprint.

This is the bulk of the meeting, where you talk about what you learned that you will hand off to other teams or use to change what you do going forward. This leads us to take our successes for granted, assuming that things went well because we did a great job. This person should not be the client, the PM or a team member. To ensure that your retrospective results in something actually getting better, you’ll end the meeting by creating a specific action plan for improvements.

The Project Retrospective dedicates time to reviewing a completed project and learning from both the successes and the failures so the team and organization can improve how they work going forward. The Project Wrap typically lasted 3 hours, after which we all went for nachos and beer. The aim is to come up with concrete actions that will either ensure the good stuff gets better, or the bad stuff goes away.

What should we have learned from this project a year from now? What’s still keeping you awake at night? Where did we get lucky? Which of our methods or processes were difficult or frustrating to use? You can’t practically tackle all of them at once, so now’s the time to focus in on those 3 to 5 things that will have the biggest impact. You’re asking the team to reflect on their experience, pull out key learnings, and turn that into tangible change.

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Formalized as the after-action review by the US Army, these meetings ensure a team quickly learns from each engagement. Google for (agile retrospective) for reading. Green cards are for good things, pink cards are for bad.

The meat of our meeting is what we call the Good, Bad, and Ugly (GBU). The project leader presents a project report, and the team comments along the way. Then, if you have people who don’t know each other well, run. There are SO Many good resources for learning about retrospectives.

Prepare a timeline of events for your phase and circulate before the meeting. Priorities: What matters most? Real change is the ultimate measure of a retrospective’s success.

Depending on how we're feeling, sometimes we do Ugly first, then Bad and Good. Diana suggested adding Stage Setting and Data sections to the meeting to make sure we're all on the same page as far as what happened during the sprint before we go into the GBU. Did you accomplish all the project objectives? Did you handle them effectively and efficiently when they arose?

  1. Although ending on the "right" seems like it will make people feel better at the end of the meeting, resist the urge!
  2. And if you’ve found something that works especially well for you, please share it in the comments below for future readers to see too.
  3. Another tip on this one: if you and your team only have enough influence to make tiny changes, retrospect more often.
  4. We do not learn from experience we learn from reflecting on experience. What can we do to ensure we succeed if we aren’t so lucky next time? What did we leave unresolved? What did you set out to achieve? What have you learned from the project?

    Is this to help your team improve an internal process, for a team inheriting your project, or for the department or company as a whole? It takes longer, but it makes for a better conversation and a stronger shared experience. It’s de-motivating, discouraging, and a waste of time. Join Julie Reaume as she discusses how to conduct a post-mortem meeting without blame - and make it a meeting that your team will actually want to attend. Keep the bulk of the meeting simple.

    Number of votes per person is usually a function of how many candidates we have to vote for. Once the PIR is complete it's a good idea to create a small paper on the Lessons Learned from the project that should include all the input from the PIR. Once you start talking about problems, there’s no turning back. Option 1: Ask the group to talk about it. Our Scrum Master is pretty good about getting things taken care of if needed so things rarely stay problems for long.

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    Schedule (actual vs planned completion dates, was schedule realistic and clear? Schedule post-mortems frequently, after a phase or a short cycle. Small changes have a bigger impact than good ideas that never happen. Staffing (were roles/responsibilities clear, sufficient resources?

    1. "We'll deal with that in the Post Mortem" sounds like you know the project is going to die.
    2. A PIR should have a clear agenda (using cards, a series of questions etc) and should use an impartial facilitator.
    3. A post-project evaluation is only as good as the results, expenditures, and performance information it’s based on.
    4. A successful post-project evaluation meeting (which you can hold in person, via video conference, or through most other meeting methods) requires that you address the right topics and that people share their project thoughts and experiences openly and honestly.
    5. Have a plan, and make it easy for the team to come prepared. Have you ever worked with a group that talks about their aspirations, problems, and what needs to change, but never actually does anything about any of it? Here are some other questions you might ask, depending on what your team needs to pull out of the conversation. However as I have never done them before I don't have a format to follow. However, do try to parse what are root causes versus symptoms.

      Examine major stakeholder groups and how they were communicated with, any missed stakeholders? Finally, set the tone by sharing the or something similar. For a meaningful result, make sure the action plans coming out of your meeting are realistic, and that the people responsible for the changes can actually implement them. For shorter projects or for mid-project retrospectives, you can ask the group to discuss the facts.

      As a final step before you leave, or in a follow-up email, get feedback on your meeting.As a group, pick the top ideas (or themes) that you want to discuss as a team.
      1. Also, consider sharing the Retrospective Prime Directive at the beginning of the meeting.
      2. Also, review the original project definition, success criteria and any metrics you have regarding the project’s outcome.
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        There’s a lot to running a successful retrospective. These are both excellent tools for working out what you did and didn't do well, plus when starting the next project you have some excellent assets for planning. This advance notice gives people time to suggest additions, deletions, and changes to the agenda. This helps people remember and frames the discussion. This is only so we don't end on a bunch of downers by doing Ugly last.

        Participating effectively takes practice too. People often feel more comfortable critiquing existing practices and discussing new approaches when they’re away from their normal work environments. Pick a consensus top 5 issues to resolve for next time. Post- Mortem: How Will We Improve the Next Version. Prepare a detailed agenda for the post-project evaluation meeting that specifies the times when topic discussions will start and end.

        What helps us to be successful as a team? What hindered your progress during the project? What important decisions were made during this project? What is the Post-Mortem procedure you use?

        Assign ownership (this is the most important step, or nothing will get done).

        Before you decide how to collect answers, though, you need to figure out exactly which questions to ask. Benefits Delivery (ROI, NPV targets, met requirements? Circulate a draft agenda, related background materials, and a list of attendees to all expected attendees at least one week before the meeting. Communication (was there an agreed plan? Confirm for everyone what the meeting end result will look like, and the process you’ll use to get there. Connect to each other, and the goal.

        At the end of a project everyone knows so much more.

        The change can be big if the person responsible has the time and authority to put it in action. The idea is to jog everyone's memory as to what happened during the release, and prepare them for the next section. The idea of a post-mortem meeting can make our teams (and ourselves) defensive. The important thing is to come out of the meeting with clear "next steps" on each issue that are assigned to specific individuals to accomplish.

        Leading a really great retrospective takes skill that you can only gain through experience. Many come from the Agile software development community, but the practices apply no matter what kind of project you run. Maybe a job for CSI: Stackoverflow? Next time around review the issues you were supposed to have resolved. Next, make sure everyone has a shared view on the project.

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        Real progress feels sooo good. Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand. Review it briefly to start the meeting to make sure nothing major was left out. Risk (Risk Management Plan?

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