![]() Each new iteration yields actionable insights about what’s working and what isn’t. It focuses on collaboration between team members, flexibility, and delivering consistent value to stakeholders throughout the development process. The linear structure means that if one piece of a project stalls, the entire project stalls.Īgile, on the other hand, is non-linear. The same steps are followed from project to project. Instead, team members must work in a sequential order that’s dictated by the original plan and project manager. Traditional project management isn’t flexible. □ Learn more: Agile 101: A Beginner's Guide to Agile Methodology The band, just like an agile team, works together to create music flexibly and iteratively, with each iteration a little different - and hopefully even better - than the last. Everyone is working off of a piece of music - but it’s not strictly adhered to, allowing for new directions to be discovered in the moment. Jazz is collaborative, with each bandmate feeding off of each other in a flexible environment. Each step plays out as it was designed to, under the careful observation of the project leader. A project manager creates a plan, brings it to their team, and tells them how to carry it out. It’s a lot like traditional project management. The conductor guides the group through the piece, dictating exactly what happens where and when based on their own previously decided ideas. In classical music, a conductor brings a piece of music to an orchestra. One of our favorite ways to differentiate the agile methodology from traditional, waterfall project management is to compare the approaches to jazz vs. If you’re already familiar, feel free to skip ahead to the next section on retrospectives. An intro to the agile approachīut first, a review of agile. Our ultimate guide to retrospectives has everything you need to run effective retrospective meetings, including the benefits of retrospectives, how to run them well, and extra resources. We built this guide based on years of agile training and software development experience. What went well? What didn’t go well? What do you need to improve upon for next time? A retrospective meeting needs to happen so the team can gain critical insights into how the last sprint went. It’s just about time to reset, begin planning again, and jump into the next sprint - BUT STOP - there’s another critical step the team needs to take before they can effectively move forward into another round of planning. Your team planned and prioritized the most important tasks for the sprint and executed them as best as possible. This applies to Scrum masters too.So, you’ve come to the end of your sprint. Scrum masters need team members to feel valued, trusted, and motivated so that they can tackle the next sprint with enthusiasm and energy. To nurture a positive culture and environment - This can be achieved by adopting Sprint retrospective games, which are a less formal and more fun way to run the meeting. ![]() The team should create and commit to a list of action items. To identify what can be improved - Identifying key learnings from the previous sprint so that the next sprint can run more effectively.This helps with morale but is also an opportunity to reinforce Scrum’s key values and principles. To identify what went right - Highlight and celebrate achievements beyond what was originally planned for.To identify what went wrong - Why wasn’t the team able to deliver planned story points? Was there an issue with the process or a tool, perhaps? Or maybe a team member wasn’t able to complete work due to external factors? It’s important to note that this is not about blaming someone or something but learning how to mitigate risks for the next sprint.Sprint retrospectives are usually facilitated by the Scrum master who will steer the meeting towards the following outcomes: The focus of the meeting is not on the product itself but the processes, tools, and team dynamics that helped deliver the planned increment. ![]()
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