The build-measure-learn feedback loop in lean startup aims to help entrepreneurs to learn about the needs of their customers. Agile retrospectives are a way to reflect and learn and to agree on changes that are needed. Some examples describing how lean startup can be supported with agile retrospectives to learn and take actions.
Everything Sysadmin proposes five milestones, each with a set of detailed checklists, to help an organization adopt a DevOps culture. The site places these milestones within the context of The Three Ways, a set of principles popularized by “The Phoenix Project”.
Agile retrospectives are used by teams to improve their performance, by reflecting on the way of working and defining improvement actions. But retrospectives can also be used for personal improvement, additional to or as a replacement of performance appraisals. Such retrospectives can be done as a one-on-one by a manager and an employee, individually by an employee, or in a team.
Jake Benilov will give a talk on September 27 at Agile Tour Brussels about feedback techniques used for making gov.uk. InfoQ did an interview with Jake about using the feedback techniques and how the team applies lean startup with minimum viable products to do user research.
When enterprises implement agile ways of working, questions can arise if changes are needed in the way performance appraisals are being done? Several authors have suggestions on how you can use feedback next or as a replacement for existing appraisal processes, to improve the performance of individuals and teams.
There are different types of pivots possible in lean startup, which help you to decide whether to persevere or pivot during product development. They each with their own purpose and ways to use them. Let’s explore some of them to see when and how you can pivot? Or maybe have to decide that it’s better to quit?
Educational technology is developing itself, and startups are entering markets with new apps and creative commons content. Speakers shared their experiences on education and gaming and finding the right fit for an EdTech startup, at the GOTO Amsterdam 2013 conference.
During the Norwegian Developers Conference (NDC) last week Microsoft's regional subsidiary featured a group of dancing girls jumping around on stage to a Scooter-esque song with some rather inappropriate lyrics
Tony Wong, a project management blackbelt, enumerates some practical points on individual procutivity. This article wonders how well these apply to software development and contrasts his list with that of other lists.
The importance of feedback in Agile development is paramount. Feedback is built into every aspect of the methodology ranging from unit tests, continuous integration, daily standup, retrospectives to end of sprint demos. In-spite of all this, are there still some feedback loops which remain incomplete?
Several members of the Agile community emphasize the importance of feedback loops in the effectiveness of Agile development processes.
This is the first in a series of discussions looking at factors that enable teams to be successful. This post reports on a recent Wired magazine article that looks at the creative process in use at Pixar Animation Studios and how their process encourages team formation, long-term relationships and trust in a “safe to fail” environment.
Kanban workshops, courses and conferences are springing up, and practicing Agilists are investigating what this method, adapted from Lean, offers their teams. Attractive benefits are cited, from revealing bottlenecks to happy teams experiencing more "flow". But thought leaders warn that Kanban's laid back approach is "kryptonite" to Scrum's call to resolve impediments immediately.
Traditional management models don't tell leaders how to support their Agile teams without undermining their emerging self-organisation. Allusions to musical performance and "conducting the orchestra" abound - but not all are in agreement. Is the "conductor" model a good practice or an anti-pattern? In his TED talk, conductor Itay Talman shows that it may depend on what we think a conductor does.
Although it's widely accepted that diversity leads to innovation and performance, visible leadership in the IT community often doesn't represent the diversity of the community itself. What can be done to increase diversity in the leadership of our high-tech communities? One suggestion is to actively help a more diverse group to get their talks accepted at conferences.