Agile software development or Scrum is not enough to make your enterprise truly deliver on the Agile promises, says Dave van Herpen. He suggests that IT service management should apply agile and lean practices combined with DevOps to improve collaboration throughout the entire enterprise.
Agile teams use retrospectives to reflect upon their way of working. Since it’s the team’s own responsibility to continuously improve themselves they have to decide upon the actions that they will do. What can managers do to support their teams when they are doing agile retrospectives?
Agile teams measure the velocity of their sprints. It helps them to plan and track their progress and provides insight for product owners to plan product releases. Can teams also use velocity data when they want to improve themselves? Several authors have written about velocity and shared their concerns on measuring velocity to improve the productivity of teams.
Random retrospective activity generator "Retr-O-Mat" now available as printed edition, contains 50 activities from various sources.
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.
A report on how happiness index could be scaled out from team level to organization level. Frank Schlesinger, Corinna Baldauf and Stowe Boyd shared their experiences of scaling the happiness index and tools for implementation.
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.
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.
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
Agile is about a mindset and a contiguous improvement of everything said Yves Hanoulle. InfoQ did an interview with him about the habits that people have and what you can do to get into the habit of improving.
Organizations learn through their employees. To enable adoption of agile ways of working, organization have to support the personal development of their employees.
Achieving a maturity level is a target often used in CMMI based process improvement programs. It can be important for organizations to have insight in the relation between a maturity level and business goals, and to know the business benefits. An interview with Michelle Krupa on changing an improvement program from being CMMI Maturity Level based to a benefits led approach.
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.
At the recent DevOps Days in New York, Kevin Behr, co-author of “The Visible Ops Handbook” and ”The Phoenix Project”, and Jesse Palmer gave a talk on how they instilled a continuous improvement culture into an operations team. InfoQ interviewed Kevin Behr to know more about the approach that was taken.
Working in an agile team can sometimes be stressful, when the needs of the customers are unclear, if there is a lot of work to be done, or when team members are having difficulties doing their work. You might ask the question if having fun could reduce the feelings of stress, increase motivation, or increase productivity? And if that is true, then what can you do to have more fun in agile teams?