Improving as a team: Proven methods for effective retrospectives

Imagine that a development team has just completed an intensive project phase. Some new ideas worked extremely well, while others led to misunderstandings or delays. A retrospective is conducted so that the team can learn from these experiences and improve its collaboration.

A retrospective provides the project team with a structured framework for looking back on previous processes and collaboration. Events are evaluated, successes are celebrated and improvements are derived. The entire team should participate in this meeting. Since potential internal problems are discussed openly, a safe space must be created that offers sufficient psychological safety for honest and constructive communication.
During the retrospective, the team should ask themselves the following questions, among others:
 

• What has changed since the last retrospective?
• How can the team work together more effectively?
• What measures should be taken to optimise future processes and improve the quality of project results?

Whiteboards, flipcharts, markers and sticky.notes should be available for effective implementation. If the retrospective takes place online, a suitable digital tool that offers the necessary functions is required.
A neutral moderator should lead the retrospective. This person ensures that all participants have their say and that concrete action steps are derived from the discussion. 
Within the agile project management framework Scrum Sprint Retrospectives are firmly anchored and take place at the end of each Sprint. However, a retrospective is also useful in traditionally managed projects. This is because these projects also involve reflecting on what has happened and improving processes in a targeted way. In contrast to Scrum, however, it is not a mandatory component and should therefore be actively planned by the project manager.

Various methods support the process, ensuring that these conversations are structured and easy to follow.

1. Start Stop (Continue) Retrospective

This retrospective is simple but effective; two or three key questions quickly provide clarity:
 

• Start Doing This: What should we start or strengthen in the future to work better?
• Stop Doing This: What has hindered us or been counterproductive?
• Continue: Which approaches have proven successful and should definitely be continued?

The variant without ‘Continue’ is particularly practical when there is little time available.

2. 4L retrospective

The team classifies its experiences into four categories:
 

• Liked: What was particularly successful?
• Learned: What new insights did we gain?
• Lacked: What was missing – information, time, motivation or support?
• Longed for: What else would we have liked to have had?

This retrospective provides a comprehensive view of the project and promotes both positive insights and critical reflection.

3. FLAP retrospective

This retrospective places particular emphasis on highlighting successes. It works with four categories:
 

• Future considerations: What do we need to pay attention to in the future?
• Lessons learned: What lessons have we learned?
• Accomplishments: What successes can we celebrate?
• Problem areas: Where were the difficulties?

The focus on ‘accomplishments’ ensures that, in addition to problems, achievements are also recognized.

4. Anchors and Engines Retrospective

This retrospective uses the vivid metaphor of 'anchors' and 'engines' to represent factors that slow down or hold back the team, and those that enable progress and energy, respectively. This image often helps teams to clearly identify blockages and drivers.

5. Timeline retrospective

The focus here is on the chronological development of the project. Important events, both positive and negative, are considered chronologically. Additionally, the team's mood can be linked to these events. This reveals the influence of certain decisions or situations on the dynamics.

6. DAKI retrospective

The DAKI retrospective is clearly structured and future-oriented:
 

• Drop: What will we consciously leave out in the future?
• Add: What new approaches or ideas do we want to try out?
• Keep: What has proven itself and will remain?
• Improve: What should be improved or adapted?

It helps to derive concrete next steps that are both constructive and practical.

7. KALM retrospective

Similar to DAKI, but with a slightly different focus, this retrospective is divided into:
 

• Keep: What do we keep?
• Add: What new measures do we want to implement?
• Less: What should we do less of because it does not bring sufficient benefit?
• More: What do we want to do more of to build on our success?

This retrospective is particularly suitable when the team wants to set priorities consciously.

Retrospectives are an effective tool for facilitating continuous team growth. Whether you use simple questions such as start stop continue, vivid metaphors such as anchors and engines, or comprehensive categories such as the 4L or FLAP retrospective, each retrospective has its own strengths. The key lies in the team reflecting openly and translating the insights gained into concrete actions. Only then can the review lead to real improvements in the future.