Wether you do a lessons learned, retrospective or kaizen event, the actions from there should be executed as soon as possible by the team. But sometimes problems that arise from these events are beyond the team's circle of influence.
This blog is different from many others as the author is not really the author at all. We do not see value in telling a customer story by ourselves and as such we let them do it for us, let them explain why LeSS, what challenges and what succesthey see being about 1 year into the adoption.
This leads to a lot of misunderstandings in organisations that are considering one of the Agile flavors as a new way of working, especially when they are used to document a lot. Quite often we need to start explaining that Agile does not mean "no documentation" but that we will handle it differently. And that's exactly what this article is all about:
We get a lot of questions on measuring “productivity” within organisations in relation to Agile or Lean adoptions and today was no different than any other, the big productivity questions came in our direction again. This was the trigger for me to write down some things related to productivity measurements which I find valuable to share. First of all we need to distinguish between “Leading” and “Lagging” indicators on measurements about productivity.
During my career I had to facilitate a lot of Agile retrospectives and other collaborative workshops with people sitting in different offices, countries, continents,… and as such had a huge interest in the first Belgian conference on “remote working”. I was looking for new tools, new techniques, new tips & tricks and was surprised to see how many people were not aware about some basic things to take care of when setting up remote (distributed) meetings. It is that observation that triggered me to write this short post and spread some knowledge.