· 教训总结
· 解决关键问题的行动计划
· 在组织工程、质量和管理过程方面的改进建议
Metrics度量
The Coordinator summarizes the total effort, in labor-hours, for the retrospective and reports it on the Retrospective Summary Report, in the following categories: planning, meeting (multiply meeting duration by the number of participants to get labor-hours), and documentation production.
协调员以工时为单位计算人力投入，并将结果分以下几类汇报到“回顾会总结报告”中：计划工时、会议工时(累加参与者会议时间得出会议工时)和文挡编写工时。
Distribution分发
1. The Coordinator or Facilitator produces the retrospective documentation and distributes it to the intended audience via e-mail, Intr.net, or hardcopy.
2. File retrospective documentation, metrics, and artifacts in the project’s normal documentation location.
3. Feed recommendations into the organization’s software process improvement activities.
1. 协调员或推动者输出回顾文档并通过email，内部网或复印件方式分发给预期读者。
2. 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。
3. 将改进建议反馈到组织软件过程改进活动中。
Follow-Up后续工作
1. Action plans document the improvement actions that the team will take. The individual who took ownership of the action plan tracks progress toward implementation.
2. Add lessons learned to the organization’s lessons learned repository for viewing and searching. Lessons learned can be transformed into “Do” and “Don’t” checklists and can be incorporated into the next project’s planning and management activities.
3. New process definitions, procedures, templates, and other process assets can be produced or existing ones can be revised based on the retrospective outcomes.
1. 行动计划记录了项目组将采取的改进措施。制定行动计划的人负责跟踪计划的实施进度。
2. 将经验教训添加到组织经验教训库以便以后回顾和查询。经验教训可以转化为“做”和“不做”检查单，并可以收编到下一个项目计划和管理活动中。
3. 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。
文章来源于领测软件测试网 https://www.ltesting.net/
