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.
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
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.
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?
Agile retrospectives are used by teams to improve their performance, by reflecting on the way of working and defining improvement actions. But retrospectives can also be used for personal improvement, additional to or as a replacement of performance appraisals. Such retrospectives can be done as a one-on-one by a manager and an employee, individually by an employee, or in a team.
Teams sometimes consider to skip a retrospective meeting, when they feel time pressure, or do not see direct benefits of doing one. Next they question themselves if they have to keep doing retrospectives? Agile retrospectives help teams to learn and improve continuously, and there are valid reasons to keep doing them also with mature teams.
Retrospectives are often considered to be a valuable agile technique, but sometimes teams have difficulties doing them: insufficient control of things, thinking that they can’t improve, difficulties defining good actions, or much complaining. Teams may find retrospectives boring, and a waste of their time. How to deal with this, and help teams to discover better ways to do retrospectives?
Retrospectives help teams to learn and improve their way of working. Several agile coaches have scaled retrospectives to cover larger projects or programs with multiple teams. Let’s explore how they did it.
Two video lessons covering agile coaching and organizational change were released by Pearson/Addison-Wesley in the last quarter of 2012. They provide a different way to increase knowledge on agile adoption for visual and audible learners.
To become more flexible, durable and increase organizational effectiveness, retrospectives can be used in adopting agile. Some experiences stories and examples of how teams use retrospectives as a sustainable and adaptable solution for agile adoption, to implement continuous improvement with them.
Double-loop learning can be a great model for encouraging transformational improvements in teams by challenging key assumptions and strategies. Retrospectives and Lean Startup provide a framework to incorporate this learning model.
Tony Wong, a project management blackbelt, enumerates some practical points on individual procutivity. This article wonders how well these apply to software development and contrasts his list with that of other lists.
Usually failures result in anger, frustration and playing the blame game. However, failures are wasted if there is no learning from them. How can Agile teams make failures beautiful?