Retrospect to FAIL fast and OFTEN

Some teams steadily come to a state in which their retrospectives result in less and less improvements. They have been continuously improving in small steps and improved quite a bit since their start, but eventually they stopped learning.

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Coaching for Personal Change

Coaching works great for change. Coaching is asking the right questions. It is not about providing answers. Every time you provide an answer to a person or team you take away an opportunity for them to self-organize, grow and learn. You take away an opportunity for them to take ownership of the change and get engaged.

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Multifunctional Learning & the reusable Sprint Backlog

Have you ever seen a Sprint Backlog that can be reused across Sprints?

I have! A reusable Sprint Backlog contains obvious tasks, for example tasks like ’write code’, ‘make test scripts’ , ‘execute test cases’ and so on. These tasks are too trivial to be useful and undermine one of the fundamentals of Scrum. Let me try to explain why.

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Where is the value in Agile?

I was coaching a number of teams and their Sprint Reviews were boring status meetings and few stakeholders attended. I see this pattern often at companies and the reason for poor stakeholder attendance is that the discussion about added value happens in other meetings. In this post I want to share a little model based on Impact Mapping and Value Requirements[2] I use to improve team's focus on value.

Value Driven Development

Delivering value has always been the priority of agile teams. One of the principles of the agile manifesto emphasises this focus:

“Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software”.

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The fallacy of leadership styles and traits

Recently I gave a talk on the ScrumDayEurope 2014 conference. The talk was about how you can use game principles in combination with evidence based management (EBM) in your agile adoption. One of the hard points in evidence based management is that people tend to ignore evidence when that evidence clashes with their believes or observations [0].

Near the end of the talk I presented Richard Hackman’s thought experiment to discuss how hard evidence based management is. You can see the thought experiment below:

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