By Ángel Medinilla
Agile groups were being affected by the concept that of continuing development because the first Agile frameworks have been built, and nonetheless little or no has been written concerning the perform of continuing development in Agile environments. even supposing crew retrospectives were prescribed and a few practices were brought for you to enforce and facilitate them, if truth be told that almost all Agile groups are undertaking boring retrospectives that finish with a listing of items which were performed fallacious, simply to repeat an analogous checklist weeks later on the subsequent meeting.
Instead of directory hundreds of thousands of Japanese-labeled instruments, this booklet grants sensible insights into tips to spot development possibilities, tips on how to plan for development and the way to have interaction all people on your corporation within the Kaizen strategy. moreover, it's going to additionally offer you 27 confirmed practices and 12 bonus actions to introduce into your retrospectives with a view to maintain them clean, inventive and intriguing, so that you can promise a crew that, in a year’s time, no retrospectives may be alike.
This publication is helping you as a supervisor, staff chief, switch agent or advisor in any form of association to unharness the true strength of Kaizen cultures – it doesn't matter what form of association, marketplace, product, know-how, imaginative and prescient, aim or measurement. It will give you the history, instruments and sensible tricks on the right way to have interaction your company in a means of non-stop quest for brand spanking new and higher methods of performing.
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Additional info for Agile Kaizen: Managing Continuous Improvement Far Beyond Retrospectives
Think about the most productive person in your environment—how do you know it? Is there something you can actually count, or is it instead something you feel? Counting sounds easy until we actually attempt it, and then we quickly discover that often we cannot recognize what we ought to count. Numbers are no substitute for clear definitions, and not everything that can be counted counts. – William Bruce Cameron, Professor of Sociology Also be aware: what you measure is what you’ll get. If you measure ‘working hours’, you’ll get a bunch of them—and that’s not always a good thing, unless you can charge for them no matter what the results are and you don’t care about the ethical implications of such a business.
Of course, it would be great if we established some improvement-related metrics—productivity, quality, or even team happiness. But never trust metrics too much—use them just as an indicator of what might be happening. The reason not to take metrics too seriously is because metrics are hard—if not impossible—in a knowledge-based environment. How do you measure an architect’s productivity? Is it all about how many hours she works? Then, if two architects work the same number of hours, are they equally productive?
How are you radiating information and easing communication? How are you enforcing dialogue and participation? – Is there any way you are incentivizing the change and making it desirable? In other words, what’s in it for them? – Is there any ability people need in order to make the change happen? If that is the case, are you training people and letting them practice? – How are you tying this change to the group’s identity? Are you relating change to the team’s purpose, values, goals, behaviors, and needs?