Part of a project manager’s job is to ensure that retrospectives run smoothly, with all attendees participating. In this quiz, you will identify how Peta addresses a lack of participation in a different version of the retrospective. Peta: Hi everyone! Thanks so much for taking the time to debrief about the tablet test launch. We’re one step closer to the official launch! Before we begin our discussion, I just want to say that I want everyone to feel like they're in a safe space here. Please feel free to share whatever you need to in order to help us improve this process. Ok! Does anyone want to start with what they observed as a success and what they observed as an opportunity for improvement?[long pause]Alex: I think it went well.Peta: Can you tell us a little bit about what you think went well?Alex: Well, maybe someone else could go?[long pause]Peta: I could certainly go first. I think some of our successes were that we got all the tablets installed, working, and had a chance to test them out! And that, in general, everything went pretty well. The customers got the hang of the tablets, the tickets went through, and the payments worked for the most part. I know personally, though, that our table turn rate didn’t see much improvement, which was one of our goals. But we can certainly focus on that going forward and brainstorm ways to improve efficiency. Who wants to add anything?[long pause]Peta: Ok, if no one will jump in, why don’t we do this. Let’s go around and jot down some ideas on the whiteboard about what went well and what can be improved. Gilly, do you want to start?Now that you’ve reviewed a different variation of the retrospective, you can identify ways that Peta can address a lack of participation.

In the last quiz, you reviewed how Peta addressed lack of participation in a retrospective meeting. In this quiz, you will identify the ways Peta encourages accountability in the retrospective.Peta: In looking at the customer survey, it shows that we didn't hit our goal of decreasing table turn time. I'm sure we'll be able to speed that up as we go, but I'm curious if anyone has any thoughts as to why we're seeing guests spend the same amount of time at the table with the tablets as before we installed them.Deanna: We might want to look at waitstaff training. The waitstaff might need to adjust how they go about their interactions, which could cut down on turnover.Gilly: We might also want to look at kitchen speed.Peta: Let’s look at everything that might contribute, including the kitchen turnaround. I think we all have to do our part to contribute to the goals. I did want to note that Alex, your location actually had a quicker turn time than Gilly's location by about fifteen minutes. Do you have any insights?Alex: We just encouraged the waitstaff to speed up the visits. That was one of our objectives, and since the tablets sped up checkout, it was easy.Peta: Gilly, what were you doing differently?Gilly: I know my customers. I know they want to come to dinner and hang out and have a good time, so I instructed my staff to let them.Peta: Gilly, I know that the team—including you and me—had discussed that one of the objectives we wanted to hit was speeding up table turn. We know that the tablets create efficiencies to do that, so we need your location to start focusing on that objective.Gilly: I don't want to rush my customers through dinner.Peta: I can understand that. But is that all customers? Maybe some customers do want a quick dining experience, while others want to hang out.Gilly: Possibly. But I don't want the tablets to change the experience, which is why they come to Sauce & Spoon.Peta: We do want to speed up the dining experience at your location, but we can talk more about ways to identify guests who might want to hang out a little longer and those who would like a more efficient dining experience. Maybe the majority would like a faster dinner, and we could help them get that experience. Would you take the initiative to have your waitstaff speed up dining time but also be sensitive to guests who might want to stay longer?Gilly: Sure, we can chat more.

What are the main purposes of a retrospective? Select all that apply.1 pointEncourage team-buildingPromote positive changesFacilitate improved collaboration Eliminate all team miscommunications

What is the most important reason to get high participation in your retrospectives?1 pointHigh participation indicates the importance of your project.High participation increases the chance for meaningful process improvements.High participation reflects your influence as project manager.High participation increases the likelihood that your top performers will be present.10.Question 10

What are some typical reasons for holding a retrospective? Select all that apply.1 pointReached the end of a Sprint Kicked off a new projectDelivered a new productMissed deadlines or expectations

Which of the following best describes the purpose of a retrospective? To help customers understand how the team worksTo help managers determine who to reward and who to penalizeTo help product owners prioritize items for the next iterationsTo help the team 'inspect and adapt'