· Performing root cause analysis of major problems
· Writing lessons learned from the key issues
· Recommending process improvements
2. Determine what methods will be used for surfacing issues, prioritizing them, and choosing the key issues on which to focus. Some examples:
· Round-robin (works best with fewer than 10 participants)
· Using sticky notes in a silent parallel brainstorming activity
· Voting with dots (Pareto voting) to identify the top priority issues
3. Determine the amount of time to spend on each meeting component.
1. 识别会议组件并将它们排序，如：
· 制定一份项目时间表
· 找出表面问题
· 汇集并将问题的排序以挑选出要做进一步分析的关键问题
· 进行关键问题的根源分析
· 记录从关键问题吸取的教训
· 提出过程改进建议
2. 决定采用什么方法找出表面问题、对问题排序、选择需要关注的关键问题，比如：
· 无次序环形投票法(Round-robin)。(人数少于10时效果最佳)
· 便贴纸思想头脑风暴法· 点数投票法(Pareto 对等投票)找出高优先级的问题
3. 决定每个会议组件上需要的时间。
Communication沟通
1. Prepare and issue the meeting notice to the participants, including the completed Retrospective Planning Worksheet.
2. Indicate what each participant is to do for individual preparation prior to the retrospective meeting. Invite participants to bring project documents or other artifacts that they feel were significant to the meeting.
3. If desired, issue a review packet containing project information, metrics, checklists of items to consider when generating discussion issues, and the like.
1. 准备并给与会者发出会议通知，同时发出已完成的回顾计划工作表。
2. 提醒每个与会者应该在会前准备些什么，邀请参与者把他们认为重要的项目文件或其他工件带到会议上来。
3. 如果有需要的话，在组织讨论问题时发布一个评审包，包含项目信息，度量结果，待考虑问题检查单，等等。
文章来源于领测软件测试网 https://www.ltesting.net/
