In some organisations, there are separate Research Departments which take care of the new ideas coming up and the initial feasibility study of these ideas for a Go/No-Go decision for further implementation to the Development Department. It does sound like Silos and non-Agile but nevertheless, since it's not possible to immediately shut down these establishments, there's a way to manage flow through these Research Projects using Kanban, which helps us to limit the WIP and hence, limit the number of ideas we want to focus on and help us to prioritize between these ideas using cost of delay so that at any time we are working on the right amount ideas depending upon which are the most important ones based on cost of Delay unlike earlier when every idea coming up was said to be important (only based on gut feeling) and led to numerous number of unimportant Projects with no control on WIP and huge Capacity Utilization (more than 100%) leading to the failure of these Projects. Kanban, not only adds visibility to what's happening to these new ideas but also let these ideas flow through the system in order to convert them into successful Projects.

Retrospectives help teams to deploy agile practices in an effective way and to continuously learn and improve themselves.

The retrospective facilitator (often the scrum master) should have a toolbox of retrospective exercises, and be able to pick the most effective one.

This presentation explains the “what” and “why” of retrospectives and the business value and benefits that they can bring. You will experience several exercises that you can use to facilitate retrospectives, supported with advice for introducing and improving retrospectives.

Retrospectives are a great way for teams to improve their way of working, to become more agile and lean. Getting actions out of a retrospective that are doable, and getting them done helps teams to learn and improve continuously.