描述回顾会将提交的交付物。最主要的交付物是回顾总结报告。其他交付物(比如行动计划)应受益人的需求而定。
Issue Generation问题组织
Decide whether issue generation should take place prior to or during the retrospective meeting.
· If you are uncertain what to focus on for improvement or what specific issues need to be examined, perform issue generation during the review meeting in order to use group synergy to identify and formulate issues.
· If the Sponsor or Project Manager wants to explore specific topics, then prior issue generation around those topics, and possibly others suggested by the reviewers, can save time and can focus the meeting time more effectively.
决定问题组织是否在会议前还是在会议中进行。
· 如果你不确定什么是改进重点或哪些特定问题需要探讨，则在回顾会中组织问题以便通过团队诊断来发现和阐明问题。
· 如果主持人或项目经理想探讨某些特定议题，则事先围绕这些议题或其他评审员提出的议提问来组织，这样可以节省时间并使会议更有效率。
Number of Meetings会议数量
Determine how many review meetings to hold. In general, it is best to have all participants work together concurrently. Consider holding multiple meetings when:
· An objective is to solicit management and engineering issues separately
· You wish to separate the surfacing of issues from analysis and generating recommendations around those issues
· Participants are geographically separated
· A single meeting would involve too many people for effective facilitation
· There is a good reason to separate the project participants by functional area
决定应该举行多少次回顾会。通常情况下，最好把所有参与者同时集中起来开一次会。但当出现以下情况时可以考虑举行多个会议：
· 目的是分别捕获管理和工程的问题
· 你希望将问题的表面现象从分析中抽离出来，并且围绕这些问题收集意见。
· 参与者分散在各地
· 一个会议涉及太多难以人员以致于难以有效调配
· 有充分理由需要把项目参与者按功能领域分开
Meeting Format会议形式
1. Identify and sequence the meeting components, such as:
· Building a project timeline
· Surfacing issues
· Clustering and prioritizing issues to select key issues for further analysis
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