This is the first in a series of articles that will show how to build peer feedback loops, an effective means to encourage a culture of continuous improvement. Starting with a problem statement and some background on feedback, followed by explaining why metrics and meetings are not enough, the article describes the first three methods on how to design and facilitate peer feedback sessions.
The 2015 Standish Group Chaos Report has been released which shows some improvement and lots of opportunity for improvement in the software development industry. Jennifer Lynch spoke to InfoQ about the findings and their implications for software development. A significant change in the survey approach this year is the expansion of the definition of success to explore outcomes.
InfoQ interviewed the authors of fifty quick ideas to improve your retrospectives about why they wrote the book and how ideas are described, when you can do retrospectives, what facilitators can do to establish safety, why facilitators should not be the ones who solve problems, celebrating successes, good practices for getting actions done, and the value that teams get from doing retrospectives.
The book Scrumban [R]Evolution: Getting the Most Out of Agile, Scrum, and Lean Kanban explores the principles and theories of Scrumban, and shows how Scrumban can be deployed in organizations. 2
Agile methodologies long ago proved their efficiency with small co-located teams. No organization is too big, complex or distributed to adopt Agile practices, but they must follow these simple rules
Why Agile didn't work? In this article Ping discusses know the pyramid structure of the 12 Agile principles and the managerial and technical support required for Agile to work. 9
How we used Daniel Pink’s principles of Autonomy, Mastery and Purpose to create a happier and more productive workplace. We translated his principles into real strategies, trials and experiments.
Gerald Weinberg shares his observations of the agile movement "where it came from, where it is now, and where it's going" in the book Agile Impressions.
This paper portrays the world-wide state of agile method introduction throughout the world using data from 330 organizations on hundreds of developments. Those adopting agile today are late.
The story of a team who worked on a single screen, had no formally defined roles, performed no estimates, worked on a one task at a time and delivered a quality product to a satisfied customer.
Rini van Solingen and Rob van Lanen wrote Scrum for Managers, a book providing answers for organizations that want to or are adopting Scrum.
OKR (Objectives and Key Results) is a goal setting framework adopted by Silicon Valley companies that can complement Agile and Lean, creating an agile approach for setting goals and measuring value.