Retro of Retros: Navigating Agility with Reflection
In the whirlwind of fast-paced, agile environments, where sprint-to-sprint cycles often blur into one another, it’s easy to get caught up in the momentum of delivery.
The sprint review is done, the retrospective is complete, and the team is off to the next sprint. But, wait — amidst the relentless march forward, have we ever paused to look back? To reflect on how we’re truly doing as a team? This article uncovers the power of “Quarterly Retrospectives,” a concept that offers teams a rare and vital opportunity to step off the sprint treadmill and engage in deep self-discovery.
Agile methodologies are often used synonymously with adaptability — teams strive to deliver incremental value through iterative cycles of planning, executing, and reviewing. In this rhythm, retrospectives stand as crucial checkpoints for continuous improvement.
However, this doesn't come without challenges especially in remote and fast-paced settings. Teams distributed across geographies often struggle to foster the same level of interaction, shared understanding or commitment that in-person collaboration is providing more easily. Moreover, the breakneck speed at which the company evolves necessitates a broader view of retrospectives.
Enter the “Retro of Retros,” a concept that breathes new life into the retrospective process. Instead of limiting the reflection to individual sprint outcomes, this approach advocates for a panoramic examination of the team’s performance over a quarter. The benefits are profound and multifaceted.
Quarterly retrospectives allow teams to spot trends that evade shorter sprint cycles. The three-month horizon brings to light patterns that aren’t readily apparent in the smaller increments. By connecting the dots between sprints, teams can identify emerging bottlenecks, repeated successes, and potential systemic issues. This long-term perspective transforms retrospective discussions from addressing immediate concerns to strategizing around larger themes.
Moreover, “Retro of Retros” days provide the fertile ground for more in-depth analysis. Beyond addressing the tactical improvements from sprint retrospectives, these sessions open doors to deeper insights. The luxury of time fosters comprehensive discussions, encourages cross-functional collaboration, and facilitates the free flow of ideas that might not have surfaced in a sprint-by-sprint scenario.
Convinced but not sure how to structure a retro of retros? That's one concept that works well for my team
Evaluating Actions Taken
Reflect on the actions and improvements identified in previous retrospectives. Have team members assess the impact of these changes on their day-to-day work. In preparation for the “Retro of Retros” day, ask everyone to fill out a “team health barometer” survey. This high-level evaluation provides insights into the team’s dynamics, collaboration, and overall well-being.
Example: I like to use radars for this evaluation.
Workshop
Depending on your observations of the teams behaviours and challenges, organise a half-a-day workshop that is different from the retro formats you’re using during the regular retros. I often us ideas out of the liberating structures as they help my team to change the perspective and open up.
One approach that worked really well for my team is to use TRIZ (Theory of Inventive Problem Solving), coupled with a retro board. Here’s the quirky exercise: Present your team with a template project. I prepared some slides with a typical but also fun project description that was fitting to our day to day work.
When they understood the project, I challenge them to brainstorm step-by-step ideas on how to mess it up completely.
The goal is not to find the right answer but to think outside the box. The results might surprise you — teams often generate more ideas than they would through conventional analysis.
Afterward, gather the ideas, group them, and then throw in a twist. Have the team anonymously vote on which of these “dumb-crazy” ideas they or their colleagues might have attempted in real projects during the quarter.
Review of accomplishments
The retro-day is also a great occasion for cheering and be proud about the delivered results. Therefore I would suggest to organise a session together with your Product Manager / Product Owner.
Dive deep into the past quarter’s commitments. Evaluate what was achieved, what lessons were learned, and what could have been handled differently. Incorporate customer feedback and user analytics to ensure your assessment is grounded in real-world impact. This holistic review sets the stage for informed decision-making in the quarters to come.
Peek into the future
Offer your team a sneak peek into the next quarter. Discuss upcoming projects, initiatives, and potential challenges. This forward-looking perspective not only aligns the team’s efforts but also empowers them to anticipate changes and strategise effectively.
This can for instance be used for identification of L&D needs as the team may already realise that they need to ramp up on legacy or new technologies.
Summary
In the throes of relentless agility, the “Retro of Retros” emerges as a pivotal checkpoint. It’s a day where the pulse slows, allowing teams to pause, take a step back, and truly absorb the journey they’ve been on. Beyond the tactical accomplishments, quarterly retrospectives enable teams to explore the narrative that unfolds over the span of several sprints.
In the pursuit of constant evolution, this reflection is invaluable. It’s the space where innovative ideas are born, where successes are celebrated, or where no longer needed processes are dropped.
As the world accelerates around us, the “Retro of Retros” invites us to journey inward, recalibrate, and emerge even stronger in the sprint(s) ahead.
