Scrum Master Ellen wrote me about a problem with running out of time during retrospectives:
“I have a team that is quite elaborate in their retrospectives especially in the gathering data and insights part. Perfect, but this leaves less time for deciding what to do and transforming problems we face into action. Do you have suggestions on how to keep the teams focused on only the really important things they want to fix in the next sprint? The thing I try now is to minimize the number of post-its each person adds, but I would love to have some other suggestions.”
Yep, I definitely know that problem quite well. As I facilitate short retros (45-90 minutes) time is always an issue. Even small teams can come up with a multitude of topic ideas. And the more topics a team suggests, the fewer it can actually talk about.
Regarding minimizing stickies, there are at least 3 different ways to do it, all with their own disadvantages:
A) Give only very little time to write down topics
Con: Stresses some people
B) Limit the number of stickies to write (“Write 3 stickies with your most important topics”)
Con: Gives some people analysis paralysis
C) After writing, tell people to go through their stickies and only keep a certain amount (“Please count your stickies. If you’ve got more than 5, only keep the 5 most important ones and discard the others”)
Con: People have to throw away some of their work
I choose depending on the team, i.e. which con I think they can best live with. (I use C) most often.)
Alternatively, you can try to shorten the time that people take to present their topics. By 1) making them aware of the time problem and 2) intervening whenever people dig into a problem pre-maturely and start discussing instead of moving on to introduce the next sticky.
In my context (mature teams, very short retros of 60min every 2 weeks) “Gather data” is strictly for broadcasting: Everybody hangs up their sticky ideas, says one sentence per sticky and that’s it. Clarifying questions are okay, but no going into detail. Participants are great at reigning themselves in, when they go too deep into a topic. Everybody’s used to postponing until after dot-voting and then discuss the important topics.
That’s certainly learned behaviour. I’ve recently started to freelance on the side and now sometimes introduce retrospectives in other companies that are new to it. I noticed how easily participants get into details before it is clear, which topics are the most important ones. I stepped in a number of times. That’s when I realised how rarely (if ever) this happens at “home”.
One way to help a team help each other stay on track is with Jeff Patton’s Cups.
Hopefully, some of these ideas help you carve out more time for the important topics 🙂
PS: Now I wonder what a “normal” amount of topics per retro is. Across several teams I found we typically cover 2-3 topics in a 45-75 minute retro. It’s 2 way more often than 3.
I think it used to be more when we were less mature, but that’s might also due to the less than optimal method we used back then…
How many is “normal” in your retros? And how long are those retros?