The aim of an agile retrospective is to define actions for the next iteration that will improve the way of working and help teams to deliver more value to their customers. The vital few actions retrospective exercise can be used within agile frameworks like Scrum, SAFe, XP or Kanban to have teams agree upon the vital few improvement actions that they will do. By reducing the amount of actions and improving their quality, teams will get feasible and valuable retrospective actions which help them to improve themselves in a sustainable way.
In agile shorter iterations are usually better, as they speed up the feedback cycle and enable teams to learn and improve quickly. In short iterations there is limited room
In my latest post I discussed one part of the presentation I gave a week ago for a group of senior HR managers. I shared my experience using the one page strategic plan for leading distributed teams.
The second topic I discussed was how to create a real team spirit, how to create bonding and engagement in remote team collaboration. Many people that work remotely, away from the head office of an organisation, are far away from the ‘action’, from the ‘coffee talk’. There’s also less time to discuss how to collaborate and communicate. Most teams ‘just get started’, doing the work they do in the way they have always done it. But with the complicating factor of remote work, especially if
Yesterday, I gave a presentation in the Netherlands for a group of HR managers from some big multinationals. The subject I spoke about was ‘leadership and organisation for distributed teams’. Here’s a link to the slideshare presentation.
One of the questions that the group had was how to lead a remote team. How do you create engagement, alignment with the longer term goals and vision, how do you create team spirit. The key I found for this is the
Managing remote, globally distributed teams, is no easy task. During the past 10 years I have seen all sides of this role, good and bad. I want to share some of the competencies I think are fundamental to be an effective remote team manager.
I see empathy as ones ability to place oneself in the shoes of another person; to understand the thoughts, feelings and motivations of the people you work with. As remote team management is all about collaboration, empathy is the most fundamental character trait needed to succeed with globally distributed teamwork.
Especially in offshore software development teams, empathy is often a rare trait. Technicians are mostly men. Men are in
In offshore software development, you must be aware of 3 vital factors below that will certainly help you to get the maximum value from your offshore team.
1. From working agile to living agile
A lot of organizations found that agile processes support offshore collaboration. We hire some agile consultants , train our people, make some handbooks and voila ‘we work agile’. Agile is a popular term today. People sense they miss out if they don’t work agile. So they say ‘we are agile, we follow scrum, our processes are agile’.
Agility basically means flexibility. It’s away from bureaucracy, rigidity and waterfall. Agile can refer to processes or how work gets done. But it’s also related to