What does the 12th Agile Principle (Reflection for Improvement) look like in Action?

What does it mean to be agile? It starts with aligning with Agile values and principles. In this article, I expand on the twelfth principle to better understand it. More importantly, I attempt to identify evidence of what this principle looks like in action. Let’s take a deeper dive into this principle. 

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Reflecting on the need for improvement is critical to the adaptive framework and the Agile mindset. Although what has occurred cannot be undone, reflecting on it can lead to action that will prevent the issue from recurring. With this in mind, the team should apply a periodic retrospective to reflect on the previous improvements and become more effective in the future. 

Remember, the team is self-organizing, so they own the practices, techniques, rituals, and behaviors. A key to real improvement is that team members are willing to let their guard down and be open and honest with each other. Otherwise, only the more superficial areas are discussed. Also, retrospectives should be private and closed sessions so “dirty laundry” can be discussed. The Scrum Master may act as the facilitator so that it is kept professional to identify actions for improvement. Another key is that the team commits to support continuous improvement. 

Teams may use root-cause analysis techniques such as Ishikawa (fishbone) diagrams to identify the cause of specific issues. In addition, Agile applies an empirical approach whereby data can be used to identify areas for improvement and help in decision-making based on observation and experimentation. However, it is for the team to make the commitment to adapt and improve. What actions exhibit reflection for improvement? 

• Team retrospectives are scheduled periodically to identify and prioritize areas for improvement. 
• The team is open and honest so that real improvement can be made.
• Root cause analysis is used to determine what real actions will result in actual improvements.  
• The team commits to implementing improvement actions. 
• Retrospective actions are tracked, and progress is discussed in the retrospective session. 
• The results of the improvement actions are discussed to determine if the actions had the desired improvements. 

Do you believe in reflection for improvement and the activities that empower a team to improve? It is up to you to determine what supporting evidence looks like when a company believes in reflection for improvement. It is worth experimenting with this, as it will help you better understand and embrace the Agile principles. The ultimate question is, do you believe in the benefits of “Reflection for Improvement?”

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Learn more about what other Agile Principles look like in action:

• 1st Agile Principle (Satisfying Customer with Valuable Software) 
• 2nd Agile Principle (Welcome Change to Requirements) 
• 3rd Agile Principle (Frequent Delivery) 
• 4th Agile Principle (Business and Development Work Together) 
• 5th Agile Principle (Motivated Individuals who are Trusted) 
• 6th Agile Principle (Face-to-Face Conversation) 
• 7th Agile Principle (Working Software as Measure of Progress) 
• 8th Agile Principle (Sustainable Pace) 
• 9th Agile Principle (Technical Excellence) 
• 10th Agile Principle (Simplicity) 
• 11th Agile Principle (Self-Organizing Teams)