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Agile Manifesto: Principle 12
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Notes:
Personally, I'm always reflecting on how to become more effective, but this seems to be something that it is almost impossible to colleagues interested in. To do this for project teams requires battling with both management and developers – project managers see anything that isn't coding as an overhead to be minimised, and developers generally feel that the problems are not their own to solve.
The context that this assumes is that the team members are sufficiently interested and informed about what is happening on a project to make sensible suggestions and decisions. This rarely accords with my experience. (You get the designer that finds fault with the documentation provided by the business analysts and with the programmers that need clarification of the design. Or the developer that doesn't see the point of running a “smoke test” after integrating their work – or why testing keeps questioning their work.)