I sometimes think that the best indicator of how well a team will do at agile is how seriously they take their retrospectives.
有时我以为衡量一个团队敏捷实施的质量的最好标准是看他们有多认真对待回顾会。
Many teams simply go through themotions. They’ve been told they must hold a retrospective every sprint. So theydo. But each team member says nothing more than “Things are going well. There’s nothing to improve.” And as such, not much progress is made.
许多团队只是单纯地过一遍流程，因为他们被告知必须在每个迭代进行一次回顾会，而这就是为什么开会的原因。但是每个团队成员除了表示“进展一切顺利，没有什么需要改善”之外再无可说。像这样开会，回顾会没有很大的作用。
When used as intended, however,retrospectives can be a catalyst for significant improvement. And so I want to share with you four quick tips that can l make your retrospectives more effective.
然而如果按本来的意图使用，回顾会将是重大改善的催化剂。这也是为什么我想和你们分享能使回顾会更有效率的四个快速技巧。
The first tip is to occasionally hold the retrospective away from the team’s usual location.
第一个技巧是在尽量远离团队平时工作的地点开会。
I’ve participated inretrospectives at restaurants and while walking beside a creek path near theoffice. Each proved a great way of simply adding variety to the retrospective. After all, if you want to change the team’s behavior, it can’t hurt to change the environment even temporarily.
我参加过在餐厅开的回顾会，也曾在办公室附近的溪边一边散步一边回顾。每次都证明了简单的改变都能更好地回顾。毕竟，如果你想改变整个团队的行为，暂时改变环境没什么坏处。
Second, it is occasionally usefu lfor a Scrum Master or coach to focus the retrospective on a single topic.
第二，对于敏捷教练来说回顾会可以偶尔集中在一个单一的主题。
Most retrospectives should be allowed be allowed to roam into whatever topics emerge. Occasionally, though,you might want to identify a topic in advance that you know the team wishes to improve.
大多数回顾会应该允许融入任何主题，虽然你偶尔会想提前定义一个整个团队想改善的话题。
You might, for example, devote a retrospective to making the team’s meetings more efficient, to moving to continuous deployment, or to changing the collaboration tools used by the team.
例如，你可以用回顾来使团队的会议更高效，或用来进行持续的部署，或是改变团队用的合作工具。
Occasionally focusing aretrospective this way allows time for deeper discussion of important topics.
偶尔像这样集中回顾，花时间在重要的主题上进行更深入的讨论。
Third, if you are working on a multi-team project, occasionally invite everyone to a project-wide retrospective.
第三，如果是一个多团队项目，有时可以邀请所有人来进行一次项目全面的回顾。
Most retrospectives should besingle-team affairs. That provides the time, privacy, and focus that an individual team needs to improve its own work.
大多数回顾会应该是单一团队的。这样能保证时间、隐私性和集中，使这一个团队更好改善自己的工作。
But occasionally holding large rretrospectives that involve everyone on the project can be beneficial. I find doing this quarterly to be a good cadence.
但有时更多项目中人参与的回顾会也是有益的，我认为每季度开一次频度正好。
Finally, occasionally bring in anoutside facilitator.
最后，偶尔引进外部帮助。
Most team retrospectives shouldbe run by its Scrum Master. Doing so helps that Scrum Master enhance their ownskills. It also reinforces the team’s view of the Scrum Master as a servant-leader.
大多数团队的回顾会应该由敏捷教练主导，这样可以帮助敏捷教练强化他们自身的技能，它也加深了团队认为敏捷教练是服务型领导的观点。
But when a Scrum Master or coach facilitates the retrospective, it can become harder for that person to participate fully.
但是当敏捷教练来帮助团队回顾，他可能更难全身心参与进来。
In those cases, you can bring in a true outside facilitator. Or you can very simply ask a Scrum Master or coach on another team to help out. Have that Scrum Master help with your team’s retrospective, and then return the favor by facilitating that Scrum Master’s retrospective.
在那些案例中，你能引入一个真实的外部帮助。或者你可以仅仅是问敏捷教练找另一个团队提供帮助。有敏捷教练帮助你团队的回顾，然后帮助敏捷教练的回顾来作为回馈。
Paying proper attention to your retrospectives is one of the best ways to help your team succeed with agile.
适当地关注你的回顾会是能帮助团队成功实现敏捷的最好办法之一。
翻译：Alice Wen