XP Days Benelux 2016

XP Days Benelux 2016 edition took place at Kapellerput (Eindhoven, The Netherlands). Next year edition – 2017 – will take place in Belgium (Elewijt Center, Zemst)

We’ve enjoyed sessions such as:

  • retrospectives with Lego Serious Play
  • coaching stances
  • 50 ideas for graphical facilitation
  • How to create your own training games
  • evening boards games
  • Large-Scale transformation at BASE
  • etc

Photos of XP Days Benelux 2016, 24th & 25th of November, 2016, Heeze, The Netherlands.

Lean Kanban Benelux 2016

Lean Kanban Benelux 2016

Lean Kanban Benelux is part of the global conference series of events dedicated to the adoption of Modern Management Methods (Lean Kanban). At the event here were different speakers of the Lean Kanban community, including David J. Anderson (author of Kanban: Successful Evolutionary Change for Your Technology Business).

With talks by Erik Jan Kaak and David J. Anderson, and interactive sessions on Playing Lean (Lean startup), Kanban Lego Game, Carban, Okaloa FlowLab Simulation).
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Ken Schwaber’s original Scrum Paper (1995): “SCRUM Development Process”

ABSTRACT. The stated, accepted philosophy for systems development is that the development process is a well understood approach that can be planned, estimated, and successfully completed. This has proven incorrect in practice. SCRUM assumes that the systems development process is an unpredictable, complicated process that can only be roughly described as an overall progression. SCRUM defines the systems development process as a loose set of activities that combines known, workable tools and techniques with the best that a development team can devise to build systems. Since these activities are loose, controls to manage the process and inherent risk are used. SCRUM is an enhancement of the commonly used iterative/incremental object-oriented development cycle.

PDF file: Scrum OOPSLA 1995

Continuous Delivery

Thierry De Pauw (@tdpauw) has a great presentation on the goal and meaning of continuous delivery.

The essentials:

Continuous Delivery is NOT just tooling. It is a mindset to adopt.

It always is about the mindset and the principles.

The goal of Continuous Delivery is to sustainably minimise the lead time to create positive business impact.

Lead time as a metric (= The amount of time that elapses between when a process starts and when it is completed)

Maximise the flow of the software delivery process.

The ultimate aim is a single-piece flow (meaning 1 item at a time goes through the workflow).

Your Definition of Done is when the feature is in the hands of the users.

Indeed, not only: deliver working software, AND deliver working software in use. In fact, the Definition of Done should include validated learning.

Creating feedback loops at all stages of the pipeline.

Whenever something fails in the pipeline, stop the production line.

Build quality-in.

== lean manufacturing principles.

Creating a culture of improvement.

Apply an improvement kata. Use techniques such as value-stream mapping to make pain-points (bottlenecks) visible and to improve.

Giving and receiving feedback

Quite often people struggle with giving and receiving feedback.

The basic method to apply when expressing feedback is to separate feelings and needs from observations.

This is a structured 4 step approach to express feedback in a non-violent way:


What I observe.

"When I (see, hear) ...


How I feel.

"I feel ..."


What I need or value.

"... because I need/value ..."

4. DIALOGUE + ACTION (= suggestions)

The concrete actions I would like taken (by the other person)

... Would you be willing to ... ?


What are your experiences? Have you tried to communicate in this way?



The 4 part non-violent communication process

Feedback wrap, management 3.0