Customer Rating: 
Summary: Must read for anyone involved in retrospectives
Comment: Norm Kerth's book introduces the retrospective ritual and a very good description on how and why to do them. Since published, Norm's book has become a mus-read in the field of software and I predict this will stay that way for quite a while.
Project Retrospectives are review and improvement sessions which the project team does at the end of a project. A typical project retrospective takes a couple of days. During these days, there are a bunch of retrospective exercises which can be follows (and are described in the book). These exercises create a safe environment, help the project team remember the past and help them learn from it. An retrospective is not done properly if it doesn't also result in some improvement actions.
I've used Norm's exercises in my own retrospectives and they work exceptionally well. This book is therefore a treasure of practical advise. If you feel uncomfortable when reading the first description (as some exercises might), try not to discard the exercise, but try it out. Often you will learn and find that they work surprisingly good.
In the world of Agile Development, retrospectives have become an essential part of any agile method. These retrospectives are iteration retrospectives (or heartbeat retrospectives). They are shorter, but the ideas are the same. Much of Norm's exercises can also be used in that context.
As mentioned earlier, a must read for anyone serious in product development.
Customer Rating:
Summary: A down-to-earth and highly accessible guide
Comment: Norman L. Kerth is a professional with twenty years' experience in leading project retrospectives. In Project Retrospectives: A Handbook For Team Reviews, Kerth draws upon his extensive body of experience and expertise to crate an excellent and thoroughly "reader friendly" guidebook showcasing the process of reviewing, and revealing how to learn from the successes and failures of completed business projects. Case studies, preparing for a retrospective, leading a postmortem, and the skills for best learning and sharing knowledge gained from past ventures fill the pages of this down-to-earth and highly accessible guide which is especially recommended to those charged with the responsibility of improving corporate departmental and project team performances.
Customer Rating:
Summary: Understand your project
Comment: Project Retrospectives is a must have for anyone who wants(or needs)to understand what happened on their last project. If you plan to conduct a retrospective, the book will show you how with exercises to use with your group. Even if you do not run formal retrospectives, the techniques in this book will help you get a more candid view of how things on your project work.
Customer Rating: 
Summary: Good reference
Comment: This book is intended as a manual for software developers intending to hold a project retrospective at the end of a large project. A retrospective is a little like a post-mortem. Much is learned during the course of a large project, and a project retrospective is a way to preserve that knowledge for use in later projects.A retrospective is different than a post-mortem in that a post-mortem sometimes implies that the project was a failure. Kerth makes it clear that as long as knowledge is gained from mistakes made, and that steps are taken to avoid the repetition of those mistakes, then no mistake is a total failure.
Much of what Kerth writes about involves the tools and techniques of a facilitator. A facilitator is something like a psychotherapist for project teams. The facilitator's purpose is to get the members of the team, who sometimes do not work closely together either out of circumstance or preference, to share their opinions and observations about different aspects of the project in a non-threatening way.
A facilitator must be an excellent communicator and should not offer his or her own opinion, only help others to express their own. In Kerth's opinion, much of what makes a project successful involves interpersonal communication and through a project retrospective a facilitator can help a project team improve their communication skills.
I felt that the book offered some excellent suggestions. In particular, I liked Kerth's suggestions for illustrating to management of the value of a project retrospective. He provides an excellent checklist for preparing a proposal to management.
I also liked his suggestions for demonstrating to project teammembers the value of failure. One suggestion is to have everyone watch a movie that involves project management, such as Kerth's favorite, Flight of the Phoenix. Another of Kerth's suggestions is to discuss the explosion of the space shuttle Challenger. Kerth suggests pointing out how the fact that four of the five books written on the explosion are oriented toward children shows how our culture shuns failure, and then discussing how analyzing the causes of the explosion helped NASA prevent similar accidents in the future.
The book is intended for those intent on performing in-depth project retrospectives or project post-mortems. Much of the book consists of specific tips and techniques for those facilitating retrospectives. If I have a criticism of the book it is that much of the book is at a very practical level and that too little time is spent discussing how to make use of information garnered from project retrospectives in future projects.
Customer Rating:
Summary: Excellent guide to improving organizational performance
Comment: "Project Retrospectives" is one of the best written, best edited, most nicely presented, and most useful software books I've ever read. Norm Kerth presents a convincing argument for the value of taking the time to study past projects and learn from them. He then presents a rich tool kit of techniques for helping a project team explore what actually happened, what went well, what caused problems, and what happened that surprised them. Kerth's sensitivity to the complex interpersonal issues surrounding project retrospectives will help any facilitator, participant, or manager get the most out of these important learning activities.Despite the value of retrospectives, not every project team will find it possible to spend 2 or 3 full days reflecting on its experience. However, the methods described here can be scaled down so that any team can apply them. If a team doesn't take the time to learn how to improve, it shouldn't expect the next project to go any better than the last one. This unique book is a key enabler for any learning organization.
