Reflection in Agile Retrospectives

Andriyani, Yanti; Hoda, Rashina; Amor, Robert

doi:10.1007/978-3-319-57633-6_1

Cited by 32 publications

(20 citation statements)

References 9 publications

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“…We refer to it as self-assignment in this study. Unlike agile practices that have been well-studied such as pair programming (Williams et al 2000), daily stand-ups (Stray et al 2016), and retrospectives (Andriyani et al 2017), it is unclear how self-assignment works in agile projects making it a promising area to study.…”

Section: Introductionmentioning

confidence: 99%

How agile teams make self-assignment work: a grounded theory study

2020

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Self-assignment, a self-directed method of task allocation in which teams and individuals assign and choose work for themselves, is considered one of the hallmark practices of empowered, self-organizing agile teams. Despite all the benefits it promises, agile software teams do not practice it as regularly as other agile practices such as iteration planning and daily stand-ups, indicating that it is likely not an easy and straighforward practice. There has been very little empirical research on self-assignment. This Grounded Theory study explores how self-assignment works in agile projects. We collected data through interviews with 42 participants representing 28 agile teams from 23 software companies and supplemented these interviews with observations. Based on rigorous application of Grounded Theory analysis procedures such as open, axial, and selective coding, we present a comprehensive grounded theory of making self-assignment work that explains the (a) context and (b) causal conditions that give rise to the need for self-assignment, (c) a set of facilitating conditions that mediate how self-assignment may be enabled, (d) a set of constraining conditions that mediate how self-assignment may be constrained and which are overcome by a set of (e) strategies applied by agile teams, which in turn result in (f) a set of consequences, all in an attempt to make the central phenomenon, self-assignment, work. The findings of this study will help agile practitioners and companies understand different aspects of self-assignment and practice it with confidence regularly as a valuable practice. Additionally, it will help teams already practicing self-assignment to apply strategies to overcome the challenges they face on an everyday basis.

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Section: Introductionmentioning

confidence: 99%

How agile teams make self-assignment work: a grounded theory study

2020

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“…The framework of Reflection in Agile Retrospectives defines three levels of reflection to describe experience, feelings, facts or problems (level 1), examine background information (level 2), and specify a concrete plan to cope with similar situations in the further (level 3). These levels are integrated into a five steps sequence for agile retrospectives including the steps set the stage, gather data, generate insights, decide what to do, and close the retrospective (Andriyani et al, 2017).…”

Section: Specific Methods To Support Reflection Practicementioning

confidence: 99%

“…Agile product development understands reflection as an integral part of a process that should be carried out in regular intervals. Specific methods are presented for instance by the Reflective Agile Learning Model (REALM) (Babb et al, 2014), Keep/ try Reflection Workshops as part of the Crystal methodology (Cockburn, 2005) and the framework of Reflection in Agile Retrospectives (Andriyani et al, 2017). The Reflective Agile Learning Model defines how and at which point of time in agile development processes reflection practice should be integrated (Babb et al, 2014).…”

Section: Specific Methods To Support Reflection Practicementioning

confidence: 99%

Recap – A Framework to Support Structured Reflection in Engineering Projects

Inkermann

Gürtler

Seegrün

2020

Proc. Des. Soc.: Des. Conf.

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Reflection is understood as an integral part of designing and design processes. Despite the high relevance and an ongoing discussion about agile engineering, we found that reflection is rarley established in industrial practice. There is a need for an approach structuring the wide range of levels, stakeholders, objects and timing of reflections. The introduced RECAP framework is an important step towards a guideline (heuristic) for reflection in engineering projects. Based on the four dimensions objectives, stakeholders, objects, and processes it supports structured planning of reflection.

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“…Many of the generic methods from coaches' toolboxes are applicable. Andriyani, Hoda & Amor (2017) shows how different levels of reflection can be integrated in retrospectives and Babb, Hoda & Norbjerg (2014) discusses where Reflection in action and Reflection on action have their place in agile work. These results and ours suggest that team members learn about each other's skills and expertise during collective estimation and planning.…”

Section: Implications For Practicementioning

confidence: 99%

Role clarity deficiencies can wreck agile teams

Barke

Prechelt

2019

PeerJ Computer Science

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Background One of the twelve agile principles is to build projects around motivated individuals and trust them to get the job done. Such agile teams must self-organize, but this involves conflict, making self-organization difficult. One area of difficulty is agreeing on everybody’s role. Background What dynamics arise in a self-organizing team from the negotiation of everybody’s role? Method We conceptualize observations from five agile teams (work observations, interviews) by Charmazian Grounded Theory Methodology. Results We define role as something transient and implicit, not fixed and named. The roles are characterized by the responsibilities and expectations of each team member. Every team member must understand and accept their own roles (Local role clarity) and everbody else’s roles (Team-wide role clarity). Role clarity allows a team to work smoothly and effectively and to develop its members’ skills fast. Lack of role clarity creates friction that not only hampers the day-to-day work, but also appears to lead to high employee turnover. Agile coaches are critical to create and maintain role clarity. Conclusions Agile teams should pay close attention to the levels of Local role clarity of each member and Team-wide role clarity overall, because role clarity deficits are highly detrimental.

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Reflection in Agile Retrospectives

Cited by 32 publications

References 9 publications

How agile teams make self-assignment work: a grounded theory study

How agile teams make self-assignment work: a grounded theory study

Recap – A Framework to Support Structured Reflection in Engineering Projects

Role clarity deficiencies can wreck agile teams

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