Agile retrospectives help teams to find and do actions to improve continuously. There are different ways to do follow up on the actions and to evaluate if actions are leading to better team performance and more value delivered to customers.
InfoQ spoke to VersionOne CEO Robert Holler about their Agile Live Webinar series
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.
InfoQ spoke to VersionOne CEO Robert Holler about the 8th State of Agile survey results which were recently released.
InfoQ spoke to VersionOne CEO Robert Holler about the features of the Winter 2014 release and their strategic investment themes.
To incrementally develop and deliver products using agile software development, requirements are gathered and organized into a product backlog. A requirement technique that is used in agile software development is use cases. Some techniques to apply use cases for managing product requirements in agile are use case 2.0, slicing and laminating.
Adopting agile is an organization change which involves management. It is said that management buy-in is crucial for agile to succeed and that a lack of management support can be a barrier in agile transformations. There are different ways for management to support agile in enterprises.
The Manifesto for Agile Software Development values "working software over comprehensive documentation". This core value asks us to think about how much and which kinds of documents are needed and when they need to be written.
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.
The experiences with more than two years of applying Kanban at SAP were presented by Alexander Gerber and Martin Engel at Lean Kanban Central Europe. Their case study showed how they supported the implementation of lean and agile processes. InfoQ interviewed them about how Kanban was introduced and received within SAP, the training approach and the experiences from teams with the Kanban practices
Organization prefer to establish and nurture stable teams, as reported earlier this year in the InfoQ news developing stable teams, and dealing with dysfunctions. But sometimes there are reasons why the composition of a team or of teams needs to be changed. If changes in team composition are needed, how can they be done?
Kanban helps organizations to get insight into their work-in-progress, and establish a pull system where demand and capability can be balanced. A first step is to find out what the real capability is and visualize the flow. InfoQ interviewed Florian Eisenberg about evolutionary change and how you can balance demand and capability in organizations.