The Original 4: Norman Kerth's Retrospective Pillars

Norman Kerth, a pioneer in software engineering practices, introduced the concept of project retrospectives in his groundbreaking book “Project Retrospectives: A Handbook for Team Reviews” in 2001. At the heart of his methodology lie four fundamental questions that have since become the cornerstone of effective retrospectives in the software development world.

These four questions, often referred to as “The Original 4,” are:

1. What did we do well, that if we don’t discuss we might forget?
2. What did we learn?
3. What should we do differently next time?
4. What still puzzles us?

Let’s dive deep into each of these questions and explore their significance in the context of modern software development practices.

1. What did we do well, that if we don’t discuss we might forget?

This question is a brilliant starting point for any retrospective. It focuses on the positive aspects of the project, encouraging team members to celebrate their successes and acknowledge their strengths. By explicitly discussing what went well, teams can:

• Boost morale and create a positive atmosphere
• Identify successful practices that should be continued
• Recognize individual and collective achievements
• Create a shared understanding of what “good” looks like for the team

In the fast-paced world of software development, it’s easy to move quickly from one project to the next without pausing to appreciate the wins. This question ensures that valuable lessons and effective practices are not lost in the shuffle.

2. What did we learn?

Learning is at the core of continuous improvement, and this question puts it front and center. By encouraging team members to articulate their learnings, this question:

• Promotes a growth mindset within the team
• Helps identify areas where the team has grown or acquired new skills
• Surfaces insights that can be applied to future projects
• Facilitates knowledge sharing among team members

This question goes beyond just identifying what went well or poorly. It asks team members to reflect on the deeper insights and understandings they’ve gained throughout the project. These learnings could be technical, process-related, or even interpersonal.

3. What should we do differently next time?

This forward-looking question is where the rubber meets the road in terms of driving improvement. By asking what should be done differently, the team is encouraged to:

• Identify areas for improvement in processes, tools, or practices
• Propose concrete actions for change
• Think critically about their current ways of working
• Take ownership of their development as a team

This question is not about dwelling on mistakes, but rather about constructively identifying opportunities for growth and change. It’s a powerful way to turn insights into action and ensure that each project builds upon the lessons of the last.

4. What still puzzles us?

Perhaps the most intriguing of Kerth’s questions, this one acknowledges that not everything can be neatly resolved or understood by the end of a project. By asking what still puzzles the team, this question:

• Encourages honest reflection on uncertainties or unresolved issues
• Identifies areas that may require further investigation or learning
• Promotes a culture of curiosity and continuous questioning
• Helps surface hidden assumptions or misconceptions

This question is particularly valuable because it creates space for the unknown and the complex. In software development, where new technologies and methodologies are constantly emerging, it’s crucial to maintain a sense of curiosity and openness to learning.

The brilliance of Kerth’s Original 4 lies in their simplicity and comprehensiveness. Together, these questions cover the past (what we did well), the present (what we learned), the future (what we’ll do differently), and the unknown (what still puzzles us). They provide a holistic framework for reflection that can be applied to projects of any size or complexity.

In the years since Kerth introduced these questions, they have been adopted, adapted, and built upon by countless teams and organizations. They form the foundation of many modern retrospective techniques, including the popular “Start, Stop, Continue” format and the “4 Ls” (Liked, Learned, Lacked, Longed For).

The enduring popularity of these questions is a testament to their effectiveness. They strike a balance between structure and openness, providing a clear framework for discussion while allowing plenty of room for teams to explore their unique experiences and insights.

Moreover, these questions align well with the principles of Agile methodologies, which emphasize continuous improvement, adaptability, and learning. In an Agile context, these questions can be applied not just at the end of a project, but at regular intervals throughout the development process, fostering a culture of ongoing reflection and improvement.

It’s worth noting that while these questions are powerful, they are just the starting point. Skilled facilitators can use these questions as a springboard for deeper discussions, using follow-up questions to probe further into specific areas or to draw out quieter team members.

The Original 4 also embody a key principle of effective retrospectives: focusing on learning and improvement rather than blame or criticism. By framing the discussion around what was done well, what was learned, and what can be improved, these questions create a psychologically safe environment where team members feel comfortable sharing honestly.

In conclusion, Norman Kerth’s Original 4 retrospective questions have stood the test of time, providing a robust framework for team reflection and improvement in software development. Their enduring relevance speaks to their effectiveness in capturing the essential elements of a productive retrospective.

As software development practices continue to evolve, these questions remain a valuable tool for teams seeking to learn from their experiences and continuously improve their processes. Whether you’re a seasoned Agile practitioner or new to the concept of retrospectives, Kerth’s questions offer a solid foundation for meaningful team reflection and growth.

By regularly engaging with these questions, software development teams can foster a culture of continuous learning and improvement, ultimately leading to better outcomes, more efficient processes, and more satisfied team members. In the fast-paced, ever-changing world of software development, the ability to reflect, learn, and adapt is more crucial than ever – and Kerth’s Original 4 provide a timeless framework for doing just that.