Why go an entire year before receiving feedback? Nothing else in the Agile world waits a year, why would feedback? Struggling to make feedback objective? Perhaps objectivity is the wrong goal perhaps reviews should be subjective. Ryan Hagan offers his approach to doing performance reviews with an Agile Team.
Patrick Kua has recently published The Retrospective Handbook which provides practical advice on how to make retrospectives much more effective. In this book Patrick draws upon his 8 years of valuable experience with retrospectives in real agile teams.
Certified Scrum Master training tells us we must conduct Reviews (aka Demo's) at the end of every Sprint. Rarely do we get guidance on how to have a great Sprint Review. Bob Galen has experienced the bad "Demos" that were only Powerpoint and helped coach them to the level where stakeholders clamoured to attend.
Dialogue sheets allow teams to hold facilitator-less retrospectives. They promote self-organization and encourage everyone to speak in the exercise. Resulting in great levels of participation. 10
This paper tells the story of the adaption process of agile software development with a focus on one mechanism – retrospective – we employ to guide team members realize the needed change.
In this article, excerpted from the book Coaching Agile Teams, Lyssa Adkins shows you how to activate the journey toward high performance in an Agile team in both provocative and practical ways.
For developers and leaders only familiar with Scrum or XP, Lean may be a bit of a mystery. Here's an introduction to Lean Thinking and how it enhances software development. 7
Lean thinking aims to reduce waste (in Japanese: muda), overburden (muri) and unnecessary variation (mura). Roman Pichler proposes addressing overburden as the first step toward a leaner process. 8
The 'Retrospective Prime Directive' is often used during retrospectives to encourage learning without recriminations. Here a group of senior practitioners looks at its benefits and difficulties. 10
Many teams optimize only a portion of the software value stream, but Kenji Hiranabe shows how we can adapt Lean Manufacturing's Kanban tracking system for communication with more of the organization. 8
Why do Agile teams get stuck in the just-average "norming" stage, never making it to the exciting high "performing" stage of team growth? The invisible "learning bottleneck" can stunt performance. 16
Can refactoring and TDD create “working software” that survives real life? Michael Nygard suggests that "leaky abstractions" ambush us at 5AM when we've paid too little attention to architecture. 25