今天我们又进行了一次retro。我在北京呆了5个月才做了一次。让公司老人非常汗颜。来TWU这边已经做了三次了。到底是TWU，各种敏捷事件都做的很到位，很坚持。 retro即retrospective，是一项很重要的敏捷时间。对前一段时间团队的表现做一定的回顾，找出哪些做的好，那些做的不好，对团队有什么意见等。对于好的部分当然很好，坚持下去就好了，对于不好的大家进行讨论，找出解决方案，帮助团队改进。 比较常规的retro一般包含一个facilitator和所有团队成员和以下的步骤。
1，安全检查。所谓安全就是指是否可以畅所欲言无所顾忌，每个人进行不记名投票得出团队安全指数。如果安全指数过低，则团队中的“权利人物”就要离席，剩余人继续评估直到所有人觉得安全为止。
2，明确一个前提假设。在讨论任何事情的时候都假设团队的每个人都已经尽自己最大的努力对团队做贡献。即做到对事不对人。
3，大家开始用小纸条写出各种well，less well，suggestion。贴到白板上。
4，facilitator帮助总结归纳类似的意见。
5，大家对与总结出来的大类进行投票，排出优先级。
6，按照优先级依次进行讨论，并最终对于每项给出改进建议。对于每项建议指定一名团队成员做监督执行。等到下次retro的时候该成员要对与本建议的执行情况加以汇报。
当然这种形式并不是绝对的，可以根据团队的具体情况加以调整。 这里我想说的是上次summet组织的retro。一个比较特别的方式。当时写在evernote上了。现在粘在下面以做分享。
Yesterday we had a interesting retro, which is quite different from what I know before. Summet is really a smart guy. Can provide us such a great way to discuss the disadvantages in team and find a way to improve them.
From last weekend, Summet told us to give some suggestions or topics. And people can vote for the topics. Top five will be the topics that we discuss in retro. At the beginning I just feel it's really weird. Why do we always want to try different things? Even right before the retro, in my mind is I want to finish my story first... Later I found this is really a great way. And it's much more important than just finishing one story or do one commit. It provide us a platform to discuss what can we do to make our team better.
Here is the flow. There are five tables. Everyone pick one to sit on. On the table there are all kind of thing, like post-it, crayon, mark pen, and one big picture. Every table will be assigned one topic. Ten minute for discussing this topic. When time out, one guy stay in the original table. Others go to other table to go on discussing. This round is 7 minutes. And similar we also have third round, which is 5 minutes. Nobody should stay at one table more than two rounds. Then every table can share their results and solution. Of course people from other table also can provide there option even if they didn't take part in the discussion on that table.
归根结底所谓敏捷的概念和各种敏捷的实践都是为了让我们更好的做事情，做出更好的事情。所以不应该流于特定的形式。像目前广为流传的一些实践只是一些前人的经验积累。觉得合适就拿来用，不合适就改，或者自己去发明一些实践。最重要的原则就是充分沟通，持续改进。
