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.
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.
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
Retrospectives are traditionally held at the end of a project - too late to help. Agile teams need retrospectives that are iterative and incremental, so improvement can start as soon as possible.
David Spann introduces Jean Tabaka's book, in which she shares stories and facilitation techniques to make teams and entire organizations effective, and provides templates to get them started.