ABSTRACT
Project retrospectives are a crucial part of leadership for agility. The idea was embraced from the very start of formalized agile, as stated in one of the principles in the Agile Manifesto: “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.” At the moment, many agile scrum teams are choosing to do two-week development sprints. The primary accountability of organizational leaders with respect to retrospection is to encourage rigor, alignment, and efficiency, accept and act on results if needed, and to insist on quality. One of the technology managers in a supervisory role had done electronic document signing and agile before and feared the consequences of incomplete requirements done in a technological vacuum driving the development process. The implicit architecture was that all user interaction to make choices was to be in systems farther up the business process.
