Software Development is often considered to be knowledge intensive, therefor organizations look for ways to enable continuous learning. “We need learning organisations and they start with learning individuals” says Marcin Floryan. Individual learning can be difficult and scaling individual learning even more challenging. What can organizations do to become a continuous learning organization?
Teams can share their experiences with other teams and coaches through storytelling. Agile coaches can facilitate a process of sharing experiences to empower teams and help them becoming self-organized said Patrick Steyaert and Wim Bollen. They showed a technique based upon archetype construction to draw learning’s from team stories which teams can use to design and travel their own agile journey.
Testing teams and their managers need to unlearn the traditional mindset and practices when they want to adopt an agile way of working says Navneet Goyal. At the International Conference on Software QA and Testing on Embedded Systems he gave a talk about how test teams should adapt themselves in agile projects.
The State of Testing 2013 report contains the results of a survey done by Joel Montvelisky from PractiTest together with Tea-Time with Testers. The survey, which has been filled in by people from testing and QA communities, provides insight in the adoption of test techniques and practices, test automation, and the challenges that testers are facing.
Continuous learning supports agile adoption in enterprises. A culture change can be needed to enable and support continuous learning. There are several things that managers and agile coaches can do to establish and nurture a continuous learning culture.
Apple introduction of Swift, a new programming language for the OS X and iOS platform, has sparked some interest from the developers' community. If you are interested in learning more about Swift, here you can find some useful online resources.
How can we manage and govern multiple agile teams? At the Agile Governance conference in Amsterdam Christoph Johann Stettina presented about agile governance and the role of management. He studied 14 large European organizations on how they apply agile project management methods in IT project portfolios.
When adopting agile teams can use (external) coaches and mentors. But teams can also develop themselves by having team members mentoring and coaching each other. Team members can learn skills and abilities from other team members in multidisciplinary teams, enabling the team to grow as a whole and become self-organized.
Several approaches exist to improve software development, among them are agile and lean. Managers have to decide which approaches to deploy in their organization. Approaches can also be combined depending on the problems that need to be solved. InfoQ interviewed Régis Medina about combining agile and lean, focusing on people and learning.
Agile coaches can coach in pairs instead of coaching individually. Each coach will focus on different aspects of coaching. As every coach has specific experience and skills they can complement each other. Two coaches can collaboratively help individuals or teams to learn and improve when adopting agile.
Regularly doing agile retrospectives helps teams to learn and improve themselves. You can make retrospectives more effective by adding purposes and by validating if your retrospective actions are leading to improvement with the usage of hypotheses.
Agile suggest that teams should fail-fast to enable quick learning from mistakes. Learning from failure is one approach, you can also learn early and fast from successes, by doing experimentation, or by using a plan for knowledge acquisition.
Organizations learn through their employees. To enable adoption of agile ways of working, organization have to support the personal development of their employees.
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.
A survey of recent commentary and presentations by Ken Schwaber and others on the merits of the multidisciplinary, T-shaped, team-member within an empowered cross-functional team.