Increasing Software Quality with Visual Management

One of the principles from agile and lean software development is transparency. Making things visible helps teams to decide what to do and to collaborate effectively with their stakeholders. It can also help to increase the quality of software. This post provides ideas how you can do that. Continue reading

Getting Retrospective Actions Done

I sometimes hear of teams that have stopped doing retrospectives because they didn’t see any improvements. When I talk with them it often turns out that they didn’t have good actions coming out of the retrospectives, or that the actions weren’t done and kept coming back in the retrospective. No actions leads to no improvement. Here are some suggestions on what you can do to assure that you will have actions from retrospectives that are doable and that those actions get done. Continue reading

Retrospective Prime Directive in many languages

The retrospective prime directive is a sentence that is used by facilitators to establish safety in a retrospective meeting. Safety is crucial if you want people to speak up and be open, which is an important precondition to reflect and learn which is what agile retrospectives are all about. Since our book is being translated into many languages we now have translations of this unique and important statement. Continue reading

The Need for Continuous Improvement in Agile

QCon Beijing Logo

I gave a well received keynote at the QCon Beijing conference, in which I explained why continuous improvement is essential to deliver value with agile. QCon Beijing was the largest QCon conference so far with over 1600 attendants. Continue reading

What if we fail?

Danger Making Mistakes

People are often afraid to make mistakes. They do things to prevent that something might go wrong and avoid doing things that might fail. And if it does go wrong then they don’t talk about it. Is it really bad if once in a while something goes wrong? If something can go wrong, let arrange for it to happen as soon as possible, because then you can quickly learn from it. Create a culture where failure is allowed so that we can all learn from it and find ways to make fewer mistakes! Continue reading

Guest blog: Retrospective Doughnut! A fun way to measure team’s response to Retrospectives.

Retrospective Doughnuts can be used to make the adoption rate of retrospectives and the value that they deliver visible. This support organizations in using retrospectives to establish a routine feedback loop leading to continuous improvement. A guest blog post from Mukyul Vyas. Continue reading

Why Doing Nothing Can Be the Best Thing To Do

Here’s a story of a team that had a serious problem which it didn’t recognize at first. The program manager and agile coach who saw the problem decided not to intervene. They provided space to the team to fail, learn from its mistake, and take action. The story shows that sometimes doing nothing can be the best thing that you can do to implement lasting change in organizations. Continue reading

Agile needs coaching

I see organizations who hire a bunch of coaches when they are transitioning to agile. Management assumes that since they’ve hired the best coaches that they can pay, the transition will go smoothly and quickly. In practice it often doesn’t, and organizations are not getting the benefits that they expected from agile. Blaming agile and saying that it doesn’t work doesn’t solve the problem. When your agile transformation isn’t going that smoothly, chances are big that there are problems with the approach that is used for doing coaching in your organization. Continue reading