Tracking change and innovation in the enterprise software development community
QCon San Francisco
Nov 19-21:
+ 80 sessions & tracks
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In this presentation filmed during Agile 2008, Tim Mackinnon talks about the aspirations behind the Agile principles and practices, the desire to become efficient, to write quality code which does not end up being thrown away. Tim has a personal perspective on Agile practices and shares from his own experience.
Andy Hunt's interview last month talks about his progression from pragmatic programmer to Agile development to his latest interest – Pragmatic Wetware. "Wetware is the stuff in your head. That's the thing between your ears that's really where all the action is – that's where all the software development actually takes place."
What are the typical problems that Retrospectives suffer from? What do we do to avoid them?
Scrum defines an impediment as "anything keeping the team from being more productive" and clearly stresses that teams establish means to remove them as continuously as possible. Joe Little proposes an impediment's scope may be better established as being anything keeping the organization from delivering value.
Even the very greenest of agile teams clearly recognize the word 'Retrospective'. But, alas, it is often overlooked that a retrospective may be a wasted effort if not used to initiate an actual improvement that the team follows through on. Jim Shore gives advice on how to make the most of your retrospective and reminds us of the activity's ultimate place in the agile heartbeat.
The 'Retrospective Prime Directive' is a practice used by many teams as part of their continuous improvement cycle. As outlined in Norm Kerth's book, it is intended to foster the deep learning that is the heart of a retrospective. This article is an enlightening conversation, captured by Linda Rising, between senior practitioners on the benefits and the challenges of using this practice.
When Agile teams get stuck in the just-average Norming stage, rather than continuting to the exciting, high Performing stage of teamwork, sometimes they're suffering from an invisible "learning bottleneck" that stunts team performance. Agile practices require us to take time to reflect and learn - and a team that learns quickly succeeds.
Traditional SDLCs say how interactions within a team and between teams should happen; a prescription that doesn't always fit or isn't followed consistently. Rachel Davies explains how retrospectives allow teams to improve their processes by reviewing past events and brainstorming new ideas, and shows how to facilitate a retrospective for your team.
In this presentation filmed during QCon London 2007, Boris Gloger speaks about retrospectives. Agile development teams learn and improve by inspecting and adapting. High performing teams inspect and adapt not only their code and tests, but also their methods and interactions.
