Great Agile Teams @ SDEC13, Winnipeg
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Transcript of Great Agile Teams @ SDEC13, Winnipeg
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Great Agile TeamsOr where do they come from?
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an agile team has different,often conflicting objectives,
depending on your point of view
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“A team effort is a lot of people doing what I say.”
Michael WinnerBritish Writer and Film
Director
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"What we need to do is learn to work in the system, by which I mean that everybody is there not for individual competitive profit or recognition, but for contribution to the system as a whole on a win-win basis."
W. Edward Deming
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steps to forming a fantastic team
characteristics of an agile team
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characteristics of a scrum team
cross-functional 7±2 peopleco-located
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cross-functional teamsthe team includes all the skills necessary to deliver the end product (from concept to cash)
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every team will have its specialists working together to deliver an end
product
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scaling - too many people or too big of a product
sometimes you can’t because of:
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scaling - too many people or too big of a product
different technologies, products, backlogs
sometimes you can’t because of:
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scaling - too many people or too big of a product
different technologies, products, backlogs
limited availability of specialists, e.g. architect
sometimes you can’t because of:
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
scaling - too many people or too big a product
different technologies, products, backlogs
limited availability of specialists, e.g. architect then you need to
1. manage dependencies2. create knowledge
sometimes you can’t because of:
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specialists exist on the team, but every team member pitches in to help
when necessary
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a result of self-organization, not cross-functionality
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optimum (agile) team size is 7±2 people
The Ringelmann effect refers to a combination of social loafing and coordination losses
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the Ringelmann effect
The more people Ringelmann added to a group, the greater the decline in personal effort. Three people pulled at only 2.5x the average individual effort, and eight people pulled at 4x the average individual effort.
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social loafing (and coordination losses)
increase with team size
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the perfect size is...
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co-located vs. virtual many aspects of distributed teams are still unclear
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global market in labormeans distributed or virtual teams
are here to stay in many businesses today
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many agile practices work just great with distributed teams
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agile practices support distributed teams
“Teams in which leaders periodically gathered information about others and revealed information about themselves performed better than teams in which members did not do this.”
Suzanne WeisbandAssociate Professor
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significant risk factors for virtual teams
• Insufficient knowledge transfer• Lack of project team cohesion• Cultural or language
differences• Inadequate technical
resources, i.e. hardware, processing availability
• Resource inexperience with company and its processes
• Loss of key resource(s) that impact the project
• Hidden agendas impact the project
Project Risk Differences BetweenVirtual and Co-Located Teams, Reed & Night
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Harmony helps
disagreements can be good for a team
Six Common Misperceptions about Teamworkby J. Richard Hackman
common misperceptions: harmony helps
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Dear ScrumMaster,
Remember: - don’t let it get personal- or get out of hand
YoursThe Team
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Its good to mix it up
the longer a team stays together, the better they do
Six Common Misperceptions about Teamworkby J. Richard Hackman
common misperceptions: its good to mix it up
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again a fact of corporate life...
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but get experience of excellence before breaking up teams
and try to keep a critical mass together
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It all depends on the leader
the most powerful thing a leader can do is to create
conditions for self-organization, and launch the
team wellSix Common Misperceptions about Teamworkby J. Richard Hackman
common misperceptions: it depends on the leader
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leadership challenge
“…most of the high-performance teams were not manager-led teams. They were teams where the management had deliberately stepped back, or was inattentive or where for one reason or another was totally absent, thus enabling the team to self-organize.”
Steve Denning
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Teamwork is magical
It takes careful thought and preparation to stack the deck
for success
Six Common Misperceptions about Teamworkby J. Richard Hackman
common misperceptions: teamwork is magical
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Great Agile Teams• Cross-functional and self-organized• Size is important
(beware the Ringelmann Effect)• Collocated or known to one another• Beware of:
• striving for harmony• continually mixing teams up• team managers, not leaders• laissez faire team formation
thank [email protected] Scrum Coach (CSC)Certified Scrum Trainer (CST)
Slides: slideshare.net/davesharrockfollow me on: @davesharrock