In my experience team retrospectives are the single most powerful practice to enable Kaizen, i.e. a continual improvement process. In this article I describe how I structure effective team retrospectives.
All to often products get cluttered with features that someone believes might be useful, without the actual need for them being verified. Feature creep makes a product more expensive, not only in regards to development cost, but more importantly also in regards to maintenance. One should avoid developing a feature, if you ain’t gonna need it.
Waste reduction is an effective way to increase profitability. Keeping technical debt low increases business agility an reduces the risk of unconsciously getting into a state of debt overload where all available resources are bound exclusively to pay back interests, effectively bringing development to a halt. Having shared values and principles supporting continual improvement and refactoring is an effective way to create sustainable systems and retaining flexibility.
Applying the DRY principle substantially lowers the effort for maintenance and development of software systems, thus increasing agility and resulting in a more productive and motivated working environment.
Simon Sinek on why leaders make you feel safe.
TED talk from Simon Sinek on inspiration.
Staying competitive by applying the „The Boy Scout Rule“.
A 1 day product ownership course compressed into 15 minute animated presentation by Henrik Kniberg.
This code example by Raffael Schmid demonstrates the importance of the core principle “Explicitness over Implicitness”.
Explicitness through documentation elevates co-workers. It improves communication, effectiveness and efficiency by enabling a continual improvement process through collaboration.