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These core values are supported by twelve Agile principles, which you can
find at the following Web site: Manifesto for Agile Software Development. The
overlap between Agile and mindfulness practices is concentrated in two of
the core Agile values, specifically:
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For teams to achieve these types of behavior is more difficult than it might appear. Most teams avoid
truth, transparency, and trust because of cultural norms or past negative experiences from conflict
that was generated by honest communications. To combat these tendencies, leadership and team
members must facilitate positive conflict. When teams engage in positive conflict, they not only foster
more productive behavior, but also work to achieve several other benefits
For teams to create products that will please customers and provide business value, teams must
respond to change. Industry data shows that over 60 percent of product or project requirements
change during the development of software. Even when traditional projects finish on time, on
budget, with all features in the plan, customers are often unhappy because what they find is not
exactly what they wanted. "Humphreys Law" says that customers never know what they want
until they see working software. If customers do not see working software until the end of a
project, it is too late to incorporate their feedback.
Agile methodologies are based on the knowledge that, in order to succeed, they must plan to
change. That is why they have established processes, such as reviews and retrospectives, that
are specifically designed to shift priorities regularly based on customer feedback and business
value.
http://psychcentral.com/blog/archives/2013/10/05/how-mindfulness-can-help-your-creativity/
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improve team performance and project outcome. So how can you use
mindfulness practices to enhance the outcome of your Agile team? I suggest
that you integrate short duration mindfulness practices at the beginning of 4
out of 5 daily stand-up meetings of the typical workweek. The goal of these
short practices is to get people out of their heads and get the blood moving.
Start your meeting with a short exercise such as:
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Find your Feet on the Floor. Find your butt on the chair. Focus on the
sensations of your hands. Followed by taking 5 deep breaths.
The three-minute bodyscan: see this video for more details
A short yoga sequence such as a series of five Sun Salutations.
A brief Qi Gong exercise such as Wuji Wan Qifa (Bringing good energy
inside.).
Once a week, start your Stand-up meeting or Sprint Planning meeting with a
longer mindfulness exercise. For this, I would suggest a seven to ten minutes
long meditation.
For more details please read the Mindfulness for Dummies Cheat Sheet, in
particular the paragraph entitled Trying a Short Mindfulness Meditation.
Follow the meditation with the usual three questions of a standup meeting:
1. What tasks have the team member completed since the last team
meeting?
2. Has the team member encountered any obstacles?
3. What task does each team member commit to accomplishing by the
next team meeting?
Once a week, I suggest you add an individual check-in of each team
member -- in other words, how each person is feeling emotionally and
physically. This ensures that member no major life event of any team
members go unnoticed. The individual check-in can be followed by an
occasion to look at any negative emotions existing between team
members that would get in the way of the teams progress.
Here are some additional things to keep in mind as you do your weekly
check-in:
o The one speaker at a time rule ensures that each individual is heard
and has a chance to speak his/her truth.
o Remind the teams you work with, that trust requires accountability
both ways.
o Keep the team meeting on task. I have noticed that software
developers love to dig and dwell into the nitty-gritty of a particularly
complex design issue and totally forget that the objective of the Team
Checkpoint meeting is to discuss PROCESS and not content.
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Conclusion
In the 12th Agile Principle, the authors of the Agile Manifesto make clear
that at regular intervals the project team reflects on how to become
more effective, then tunes and adjusts its behavior accordingly. This
principle is an invitation for Agile practitioners to experiment and tweak
the Agile approach to improve their team efficiency while staying true to
the core Agile values. As outlined above, mindfulness practices are
coherent and supportive of Agiles Core Values. I invite you to introduce a
few short mindfulness practices in the flow of your Agile Team, and please
do track before and after key metrics and report back your observations.
It is a low risk and minor change to the team routine with substantial
potential benefits for the team and the project.
Jacques Sapriel
PMP, MBA
I can be reached at jayma.19@gmail.com