A collection of detailed retrospective plans you can run or take inspiration from. If you've been in or ran a retrospective you really liked please add it.
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|Name||Summary||Use||Approx. Duration (mins)|
|6 Thinking Hats Retrospective||Uses De Bono's 6 Thinking Hats to investigate process improvement||General use, but also a good alternative to shuffling card type retrospectives||60|
|Pillars Of Agile Spiderweb Retrospective||A retrospective in which teams rated their abilities in each of the categories, displayed the different ratings on a spider graph, and then discussed the result.||To talk about what abilities are important to an Agile team and how your team rates against them||60|
|Appreciative Retrospective||Uses Appreciative Inquiry to identify what went so well. There is no blame or negativity, and builds on the Prime Directive, that everyone in the team did the best job they could possibly do.||To remind everyone what a good job their doing rather than focusing on negatives every time you run a retrospective.||60|
|Strengths-Based Retrospective||A strength-based retrospective consists of two steps: discovering strengths, then defining actions that use them.||Come up with actions that result in doing more of the things that you are already doing and which you are good at.||45-90|
|Top 5||Participants choose top 5 issues and bring them along for group to discuss and resolve||Expose the most pressing issues in an initially anonymous manner and determine the most effective actions to resolve them||45|
|Plan of Action||A Retrospective Technique for short term actions from long term goals||Really good for forcing achievable actions from your retrospectives.||40|
|Start, Stop, Continue, More of, Less of Wheel||The facilitator captures team open-ended feedback using a wheel that encourages team members to assess an iteration or milestone using 5 categories. Allow some time following completing the “wheel” to discuss and agree on specific changes to implement||Obtain feedback on team process in order to learn what should be continued and what should be adjusted as the team moves forward. Is a fast way to conduct a “meta” process discussion.||10-25|
|Each One Meets All||The method ensures that each participant meets and interacts with every other participant.||When retrospective participants do not know each other well||Variable!|
|The Complexity Retrospective||Use various tools such as a complexity radar to discover and find out how to deal with the complexity in your project||Many projects go awry due to excessive complexity; use this plan to evaluate whether your team is approaching things in the simplest way that can work; especially when the deadlines begin to loom.||40-60|
|Force Field Analysis||A plan designed around the force field analysis technique||A retrospective for your whole company/department or to analyse a particular topic||60|
|Pomodoro Retrospective||Focused and time-constrained by using the Pomodoro technique||Useful for determining a single action to improve the work of a small team||25|
|Retrospective Surgery||A retrospective for retrospectives||To learn how to improve the effectiveness of your retrospectives||60+|
|Questions Retrospective||Iteration retrospective||To get different perspectives on the same events||60|
|Everyday Retrospective||Simple sprint retrospective||Basic / everyday retrospective plan||90 - 120|
|Four L's Retrospective||Liked – Learned – Lacked – Longed For||Iteration and project retrospectives as well as for retrospection of training and conference events.||90 - 120|
|Sailboat||What anchors slow the team down, what wind propels it forward?||Good for the "gather data" and "generate insights" portions of a retrospective||90 - 120|
|Weekly Retrospective Simple + delta||Review, Plus-Delta, Vote, Actions, Owners||A weekly retrospective for your project||60|
|Jeopardy Retrospective||Use the answers as base to get all the good things and bad things that happened||A different way to "gather data" and to get all different opinions on a subject||60|
|Bubble Up||An approach to scaling retrospectives by collecting outcomes across an Agile Release Train, Tribe or any multi team scenario.||Use for understanding challenges and opportunities across when scaling agile.||15-30|