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Set the stage

Unlikely Superheros (#107)

Imagine yourself as a superhero! What is your superpower?
Source: Pietari Kettunen
Each participant creates a superhero version of themselves based on how they see themselves in the team / project - Complete with appropriate superpowers, weaknesses and possibly an arch-nemesis.
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Gather data

Analyze Stories (#5)

Walk through each story handled by the team and look for possible improvements
Source: Corinna Baldauf
Preparation: Collect all stories handled during the iteration and bring them along to the retrospective.
In a group (10 people max.) read out each story. For each one discuss whether it went well or not. If it went well, capture why. If not discuss what you could do differently in the future.

Variants: You can use this for support tickets, bugs or any combination of work done by the team.
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Generate insights

Cause-Effect-Diagram (#25)

Find the source of problems whose origins are hard to pinpoint and lead to endless discussion
Source: Henrik Kniberg
Write the problem you want to explore on a sticky note and put it in the middle of a whiteboard. Find out why that is a problem by repeatedly asking 'So what?'. Find out the root causes by repeatedly asking 'Why (does this happen)?' Document your findings by writing more stickies and showing causal relations with arrows. Each sticky can have more than one reason and more than one consequence
Vicious circles are usually good starting points for actions. If you can break their bad influence, you can gain a lot.
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Decide what to do

Circles & Soup / Circle of Influence (#29)

Create actions based on how much control the team has to carry them out
Source: Diana Larsen who adapted it from 'Seven Habits of Highly Effective People' by Stephen Covey and 'Circle of Influence and Concern' by Jim Bullock
Prepare a flip chart with 3 concentric circles, each big enough to put stickies in. Label them 'Team controls - Direct action', 'Team influences - Persuasive/recommending action' and 'The soup - Response action', from innermost to outermost circle respectively. ('The soup' denotes the wider system the team is embedded into.) Take your insights from the last phase and put them in the appropriate circle.
The participants write down possible actions in pairs of two. Encourage them to concentrate on issues in their circle of influence. The pairs post their action plans next to the respective issue and read it out loud. Agree on which plans to try (via discussion, majority vote, dot voting, ...)
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Close the retrospective

Feedback Door - Numbers (ROTI) (#14)

Gauge participants' satisfaction with the retro on a scale from 1 to 5 in minimum time
Source: ALE 2011, Corinna Baldauf
Put sticky notes on the door with the numbers 1 through 5 on them. 1 is the topmost and best, 5 the lowest and worst.When ending the retrospective, ask your participants to put a sticky to the number they feel reflects the session. The sticky can be empty or have a comment or suggestion on it.
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Retromat contains 127 activities, allowing for 8349005 combinations (25x30x22x22x23+5) and we are constantly adding more.

Created by Corinna Baldauf

Corinna wished for something like Retromat during her Scrummaster years. Eventually she just built it herself in the hope that it would be useful to others, too. Any questions, suggestions or encouragement? You can email her or follow her on Twitter. If you like Retromat you might also like Corinna's blog and her summaries on Wall-Skills.com.

Co-developed by Timon Fiddike

Timon gives Scrum trainings. He mentors advanced scrum masters and advanced product owners. Human, dad, nerd, contact improv & tango dancer. He has used Retromat since 2013 and started to build new features in 2016. You can email him or follow him on Twitter. Photo © Ina Abraham.