Agile retrospectives are mostly done at the team level or at a project level. What if you need to conduct a retrospective with 50 teams or more? Luke Hohmann describes how a large scale agile transformation project did a huge retrospective to create insight on what was going well and what needed to be improved.
Continuous learning supports agile adoption in enterprises. A culture change can be needed to enable and support continuous learning. There are several things that managers and agile coaches can do to establish and nurture a continuous learning culture.
Developing and delivering products which customers don’t want and for which there is no market can be costly. Agile can help you to efficiently develop products, but you need to know what to build. How can you find out which products your customers need?
Failing fast and often is one of the encouraged practices for agile teams. Sander Hoogendoorn, author of the This is Agile book discusses on his blog the importance of having a strategy that helps you on the decision of aborting a project by assuming its failure on an early stage.
Top-down implementation of agile is a commonly use approach for agile adoption in organizations. Alternative approaches exist, like implementing agile by stealth, using continuous improvement teams, starting with a quiet phase or taking baby steps by implementing a limited set of agile practices.
Roman Pichler shared his views on product owner’s participation in sprint retrospective to increase collaboration with development team.
Hiren Doshi recently published a post on his blog about Anonymous Retrospectives, a technique suggested for agile teams to maximize the feedback gathered during retrospective meetings.
How can we manage and govern multiple agile teams? At the Agile Governance conference in Amsterdam Christoph Johann Stettina presented about agile governance and the role of management. He studied 14 large European organizations on how they apply agile project management methods in IT project portfolios.
How can you make a company grow without sacrificing it’s culture? InfoQ talked with Fridtjof Detzner, co-founder of DIY website creator Jimdo, about how Jimdo started and scaled up using agile and why Jimdo uses kaizen and retrospectives to improve continuously.
Software delivery in a modern company requires autonomy to make releasing software easy. Niek Bartholomeus gave the presentation orchestration in meatspace at the DevOps Summit in Amsterdam where he discussed how can we change enterprises from orchestration to a more autonomous approach, in order to speed up the feedback cycle from idea to production.
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.