回顾会议是一个很好的契机来引入这些实验。
The retrospective is a good time to introduce these experiments.
示例图1描述了如何实现回顾会议的目标。
Figure 1 describes how retrospective session targets can be achieved.
这次回顾会议的行动项目是识别为决任务列表。
The action item at the end of that retrospective was the identification of a list of problematic tasks.
在接下来的回顾会议中，我们进一步研究了这些结果。
In the consecutive retrospectives, we further investigated these outcomes.
问题的管理和解决贯穿整个星期，而不仅限于正式的问题回顾会议。
Issue management and resolution should occur throughout the week and not just at the formal issue review meeting.
我们现在来描述两次知识分享的回顾会议并解释如何促进观念转变。
We now describe two retrospectives on knowledge sharing and explain how they can foster conceptual change.
那个团队成员很自然的接过会议主导并接着主持回顾会议。
That team member took the lead very naturally and continued with the facilitation of the retrospective.
这时项目经理和敏捷团队负责人都可以当回顾会议的主持人。
In this scenario the project manager and the Agile Team Lead can share responsibility for facilitation.
只要阐明你对问题回顾会议的预期，你会发现你能够很快地覆盖到所有议题。
By clarifying your expectations for the issues review meeting, you will find that you'll quickly cover your agenda items.
这次回顾会议的一个行动项目是将这些介绍组织到团队的知识库中。
The action item decided upon in this session was to organize the presentations in the team repository.
几个团队成员，根据计划，每人选择一个任务并主持关于该任务的回顾会议。
Several team members, it was planned, would each select a task and facilitate a retrospective about it.
回顾会议的开始，我们要每个团队成员写下三个在站会上提到的他们不懂的概念。
The retrospective started by asking each team member to write down three concepts mentioned in the stand-up meetings that he or she did not understand.
我们用来指导这个过程的机制就是在每个迭代结束时进行一小时回顾会议。
One mechanism we employ to guide this process is one-hour retrospective sessions that take place at the end of each iteration.
没有组织级别的学习——回顾会议的反馈被丢下不管，没有用来提高流程。
No organizational learning – This happens when feedback from retrospectives is lost and not incorporated for improving the process.
sprint回顾会议提供了有用的反馈，而且流程更改添加给下一个sprint。
The sprint retrospective meetings provided useful feedback, and process changes were added to the next sprint.
这种投入通常是在Sprint回顾会议期间直接面向ProductOwner。
This input goes directly to the Product Owner, typically during the Sprint Review.
我应该在Scrum回顾会议上提出来吗？或者我应该与这个家伙私下里谈谈？
Should I bring this to Scrum review meeting or I should talk with this guy in private?
大约指导过程开始一年之后的一次回顾会议上我们解决了避免时间压力这一主题。
One of the next retrospectives took place about a year after we started the coaching process and addressed the topic of avoiding time pressure.
做一个简单的测试并回想一下最近一次回顾会议，或者检查一下回顾会议的记录。
Do a simple test and recall your last retrospective or check the record from it.
形式过于重复——如果反复采用同样的形式，最后团队会变得厌倦，并且在回顾会议中走神。
The format Becomes Too Repetitive - If the same format is used time after eventually team members will become bored and tune out during the retrospective.
不要让这些就这么混过去了，相反，利用回顾会议，问问大家：“我留意到大家都在回避…”。
Don't let these slip by, instead use a retrospective and ask: "I notice that people are avoiding...".
其实真正需要关注的不是如何追踪问题，而是如何有效、高效地在项目回顾会议中检讨问题日志。
The real concern isn't how to track issues but how to effectively and efficiently review the issues log during a project review meeting.
我曾针对自己的所有项目召开过一次很关键的会议，是关于问题、风险、项目进程明细表的回顾会议。
A key meeting I conduct on all of my projects is an issue, risk, and detailed project schedule review meeting.
示例图2描述了知识分享的回顾会议循环，显示了回顾会议如何通过知识分享促进观念转变。
Figure 2 illustrates the retrospective cycle in the case of knowledge sharing, showing how retrospective sessions can foster a conceptual change with respect to knowledge sharing.
定期进行客户拜访，参加月度客户业务回顾会议，对需改进的方面进行跟踪直到彻底解决；
Regular customer visit, attend monthly customer biz review meeting, follow through corrective actions if any;
第七次回顾会议：在一次观察站会之后，我们意识到在站会上团队成员见提到的一些概念表明存在知识差距。
Seventh retrospective: Following our visit to one of the stand-up meetings, we realized that a knowledge gap existed with respect to concepts mentioned by team members at the stand-up meeting.
这个回顾会议的结果是，两个需要解决的问题浮现出来：a在团队中专门的知识分享时间；和b避免时间压力。
As a result of this retrospective, two topics emerged as issues to be addressed: a the time dedicated to knowledge sharing in the team; and b avoiding time pressure.
我们大部分的回顾会议都会先进行一次预先调查，然后往往会围绕着调查结果的关键信息展开进一步的分组讨论。
The majority of our retrospectives use a pre-survey and frequently the breakouts are used to harvest key messages from the output.
我们经常听到一些敏捷团队的故事，他们会有一些规则，比如每日站立会议的规则，回顾会议的规则等等。
Often we hear stories which mention rules for Agile teams like rules for a standup, rules for retrospectives etc.
在确认这些差距确实存在之后，我们决定在第七次回顾会议上解决这些知识差距的问题(至少是部分解决)。
After confirming that these gaps indeed existed, we decided to focus in the seventh retrospective session on closing these knowledge gaps (at least partially).
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