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InfoQ Homepage Retrospectives Content on InfoQ

  • Psychological Safety in Post-Mortems

    Emotions often come to the fore when there is an incident; psychological safety in blameless post-mortems is essential for the learning process to happen. The post-mortem session must be fairly moderated, preferably by an outsider, giving everyone a turn to speak without criticism. Don’t start the analysis of the incident before there is a clear and common understanding of what actually happened.

  • Think in Products, Not Projects: Q&A with Ardita Karaj

    Organizations structured around products oversee their work end-to-end. Reversing Conway’s law to establish long-lived teams around the products brings stability and makes it easier to manage and prioritize work. Retrospectives are a powerful tool for product management; they give confidence to continue and help you pivote quickly on what might become high risk or loss for the organization.

  • 12th State of Agile Report Published

    The 2018 State of Agile Report has been published by CollabNet VersionOne. Some of the conclusions from the report are that the need for customer and user satisfaction is increasing, more and more organizations are scaling agile, distributed teams are becoming the norm in agile software development, and many organization have started or plan to start a DevOps initiative in the next 12 months.

  • Data-Driven Thinking for Continuous Improvement

    Organizations need an objective way to measure performance and tie actions back to business outcomes to improve continuously. Avvo uses a data-driven decision framework with an autonomous team model and a practice of retrospectives to help people make better decisions and proposals for continuous improvement.

  • Should Teams Decouple Cadences?

    Recently a Twitter discussion took place about allowing teams to have multiple cadences, for instance by using a different rhythm for planning the work and for learning and improving. Decoupling cadences gives teams room to explore and learn what works best for them; it can lead to more adaptability and autonomy and better outcomes.

  • Q&A with Ken Schwaber and Jeff Sutherland about Scrum Guide Updates

    The Scrum guide has been updated to better reflect what Scrum is and clear up misconceptions. Scrum can be used for building software products, and it can be applied to many other areas outside of software as well. Scrum is a framework based on empiricism for continuous improvement. Having a potentially shippable product increment at least every sprint or more often is a key element of Scrum.

  • Tackling Awesome Superproblems with Collaborative Games

    Awesome superproblems are large, complex and enduring problems which can only be solved through collaboration. The key to making collaboration work is serious games, where participants voluntarily agree to follow the rules of the game to create a better and more durable result.

  • First Annual Retrospective Report Published

    The First Annual Retrospective Report provides a deeper understanding of how retrospectives are used in the real world. The results indicate that retrospectives lead to improved team communication and productivity and help to create an environment of trust. Major challenges are that topics discussed cannot be solved by the team and people do not feel comfortable speaking up.

  • Improving Work Life with Organizational Hacks

    Visualize everything, pair up, open Friday, and no training budget; these are some of the "work hacks" that have improved work life at Sipgate, a telephone provider using Scrum.

  • Learning to Become Agile

    The agile paradigm adapts processes to human nature, in contrast to the classical management approach which obliges team members to adjust to a particular development process. Bateson's learning model can help us to go from doing agile - following an agile method - to being agile - having your own agile identity and vision.

  • Increase Learning with 10% Autonomy Time

    Giving teams autonomy to spend 10% of their time for learning reduces delivery time, increases quality, and increases motivation. The 10% rule gives teams full autonomy to work on things they consider important. It results in freeing up people's creativity and letting teams grow their potential.

  • Continuous Improvement Beyond Retrospectives

    If you want continuous improvement you can start with retrospectives, but you must go far beyond that with change management, culture change, and innovation. The most important thing in order to make change happen in organizations is creating new habits and changing your culture.

  • How GlobalLogic Used a Bottom-up Approach to Become More Agile

    Yuriy Koziy, delivery manager at GlobalLogic, argued at the Agile Eastern Europe 2016 conference that organizational change should start at the team level rather than in senior management. He formed a group of like-minded engineering managers and agile coaches who act as change agents, transforming the organization bottom-up from the inside.

  • How Testability Can Help Teams to Go Faster

    At the Agile Practitioners 2016 conference Huib Schoots talked about testability. He stated that low testability, anything that makes our software hard to test, slows teams down, and explored how testability can be increased.

  • Developing a Solar Car with Scrum

    At the Lean Kanban Benelux 2015 conference Jeroen Molenaar shared his experiences working as an agile coach with the Dutch solar car team that has won the world solar challenge in Australia.

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