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. This results in great levels of participation in and higher energy levels in teams. The sheet itself is A1 in size, 8 times larger than a regular sheet, pre printed with instructions and questions to motivation discussion.
This paper tells how we coached the adaption process of agile software development in a specific company, with a focus on one mechanism – one-hour retrospectives – we employ to guide team members realize the needed change and let them lead it. From our perspective, the stage in which team members start facilitating the retrospective sessions by themselves is a landmark of success.
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
When we discard traditional SDLC rules, how should we work? Rachel Davies explains how teams can use Retrospectives to reflect on their process and to improve it gradually over time. 3
As we practice various Agile disciplines, the effects of our words and actions actively create, and re-create over time, the environment in which our teams and projects operate - for good or ill. 3