Agile For Managers: The Agile Daily Stand Up & Retrospective

I teach this lesson from the whiteboard and unpack a few key concepts about Agile so that you have an understanding of the basics before going into the main lessons. You will get an introduction to the cyclical / iterative nature of Agile ways of working, as well as sprints and Kanban.

In this lesson I talk about my own experience of the importance of management behaviour and participation in the Agile daily stand up and retrospective ceremonies. I have spent 25 years in the workplace and 10 years involved with Agile teams and doing research on Agile teams in organisations around the world.

Teams will do multiple sprints until all the work is done for the whole project. These sprints are the main cycles of work in Agile. Within sprints, a smaller cycles of work is each day. Teams manage their tasks at a very detailed level and the daily standup meeting gets the team together once per day to visualize and monitor progress as well as ensure that teams are focused on removing blockers – or impediments to the work that needs to be done. The ceremony is usually less than an hour and can even be as short as 15 minutes. Its also very common for teams to stand, which is why its called a stand up meeting.

In this activity lesson you will be prompted to take action based on what you have learned in the lesson. It's crucial that you apply what you have learned as soon as possible and make use of the worksheet.

Throughout this course we will celebrate your progress at 25%, 50%, 75% and 100%. I really want you to succeed but you need to take action and keep going so look forward to these milestones of progress. I will see you there and cheer you on as you keep going from one milestone to the next >>

The retrospective is when the team gets together and looks back on something in the project so that they can learn from it and use these learnings to improve on their way of working in this next period. Once again this ceremony requires team members to be authentic and open about what went wrong and it is not an opportunity for you as the manager to judge their performance or take notes that you can use later on. Traditional management practices tend to treat the manager as someone who is constantly looking for information on people but in Agile ways of working this is completely counter-intuitive

In this activity lesson you will be prompted to take action based on what you have learned in the lesson. It's crucial that you apply what you have learned as soon as possible and make use of the worksheet.

In this case study lesson I teach you about the Agile journey at one of Australia's largest insurance companies. Despite early challenges, they learned the importance of new management practices in Agile team environments. As managers were able to evolve and understand their changing role they played a vital role in achieving significant success.

In this case study you will learn about the Agile journey of Standard Bank and how they wanted to become more innovative and improve the relationship between IT and business. Managers played a vital role in this evolution by helping to build trust and supporting the cross functional teams in order to achieve all the benefits they did.

Throughout this course we will celebrate your progress at 25%, 50%, 75% and 100%. I really want you to succeed but you need to take action and keep going so look forward to these milestones of progress. I will see you there and cheer you on as you keep going from one milestone to the next >>

In this demonstration lesson I explain the Agile research that I did and the sentiment scale theory of Agile team environments. During my PhD I interviewed senior Agile experts from 25 organisations around the world to find out more about the human factors of Agile software engineering.

In this whiteboard lesson I briefly describe how Agile ceremonies neutralise team sentiment. This is based on my Agile research into team environments at large organisations around the world.

In this lesson I explain your assignment, which is to take what you have learnt in this course and put it into practice in the coming weeks and months. Focus on applying these lessons as you interact with your Agile teams and particularly in the Agile ceremonies you have learnt in this course.

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Throughout this course we will celebrate your progress at 25%, 50%, 75% and 100%. I really want you to succeed but you need to take action and keep going so look forward to these milestones of progress. I will see you there and cheer you on as you keep going from one milestone to the next >>