| 1. | Each project should hold a retro ective at the end of its lifecycle
每个项目都应在结束时进行回顾。 |
| 2. | This document describes a procedure for conducting a project retro ective
本文将阐述执行项目回顾的过程。 |
| 3. | Note re o es and decisio on the retro ective pla ing worksheet
在“回顾计划工作表”中记录反馈意见和决议。 |
| 4. | Decide whether i ue generation should take place prior to or during the retro ective meeting
决定问题组织是否在会议前还是在会议中进行。 |
| 5. | The coordinator explores the items listed below when pla ing the retro ective , working with the project manager
制定回顾计划时，协调员和项目经理一起开发出下列条目。 |
| 6. | File retro ective documentation , metrics , and artifacts in the project ' s normal documentation location
将回顾文档、度量数据和其他工件按次序归档到项目通常存放文档的地方。 |
| 7. | Prepare and i ue the meeting notice to the participants , including the completed retro ective pla ing worksheet
准备并给与会者发出会议通知，同时发出已完成的回顾计划工作表。 |
| 8. | Narrow the scope of the discu ion further by selecting the highest ranked 5 to 10 i ues to be addre ed during the remainder of the retro ective meeting
在回顾会的后半部分，选择优先级在5到10的问题进一步缩小讨论的范围。 |
| 9. | New proce definitio , procedures , templates , and other proce a ets can be produced or existing ones can be revised based on the retro ective outcomes
可以产生新的过程定义，步骤，模版，和其他过程资产，或在回顾的基础上修正现有的过程资产。 |
| 10. | This learning occurs by raising significant positive and negative i ues , identifying root causes , and recommending improvements , typically through a retro ective meeting
这个过程往往通过提出重要的正面和负面问题、找出问题根源，提出改进建议，特别是举行回顾会的方式进行。 |
