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3 Simple Habits of a Highly Effective Team

Effective Team Collaboration has been around and studied for so many years. As the pace of changes grow so rapidly, we need to deliver highl quality products or services in a shorter period. This presentation prescribes 3 simple areas to focus on.

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3 Simple Habits of a Highly Effective Team

  1. 3<br />Simple Habits<br />Of a Highly Effective Team<br />Andy Harjanto<br />http://andyharjanto.com<br />
  2. Thousands of Studies<br />On Team Behaviors, Morale, Motivations<br />I’m not interested in<br />repeating any of these<br />
  3. All of these based on<br />My 20 years of experience working<br />with a team of.. <br />Big and Small<br />Local and Global<br />Fortune 500 & Small Company<br />As Developer or Program Manager or Architect or Consultant or Testers or Founder<br />Used daily by 100s millions of users or only 10 users<br />Used by Enterprise or End Users<br />
  4. Many Studies and Research offer<br />too many broad recommendations <br />Let’s be real and specific<br />
  5. Let’s focus on ThreeCritical Behaviors<br />
  6. You just need to remember this word<br />POT<br />
  7. But not this kind…<br />It’s a kind that make<br />your team fly high <br />in auto pilot mode<br />
  8. P OT<br />rogress<br />
  9. You heard this so many times<br />“We are making progress”<br />
  10. But, do really we know exactlywhat progress we made and how and when was achieved?<br />
  11. Human Brains<br />Let’s make them activeand happy<br />frequent, smallexciting activities,<br />accomplishments<br />
  12. Milestone<br />Hmm…,<br />It seems<br />miles and miles<br />away<br />3 months?<br />6 months?<br />9 months?<br />
  13. When was the last time<br />you predict milestone date <br />correctly?<br />
  14. And in the mean time,<br />the world, technologyare changing<br />
  15. 1 week<br />That’s your <br />milestone<br />microstone<br />
  16. That’s short and frequent enough <br />to remember team’s accomplishments<br />..and long enough to get a meaningful<br />task completed <br />
  17. Work Items<br />..each belongs to one of these buckets <br />This Week<br />Not This Week<br />
  18. For a large work item, cut it into pieces<br />It has no more than a week worth work<br />
  19. Simplify. Don’t prioritize<br />Just focus on these two buckets<br />Prioritization<br />Problem:Low priority items<br />never get done<br />
  20. 30 minutes<br />a day<br />That’s all the team needs …<br />
  21. to review new, existing work items, to bucketize,<br /> and to celebrate accomplishments<br />
  22. Keep Focus on the destination, make sure <br />you don’t go the wrong way<br />
  23. It’s much better <br />to score many small wins <br />frequently than<br />one big one<br />onlyonce<br />
  24. Still,<br />The Biggest Factor Affecting ProgressIs<br />Human<br />Factor<br />
  25. Progress Expectancy for <br />Each Individual <br />Culture-Fit.Talent.Drive<br />Yet another topic for future discussions<br />
  26. 1 week<br />Let’s repeat<br />microstone<br />P forPROGRESS<br />2 buckets<br />for work-items<br />30 minutes<br />daily meeting<br />
  27. POT<br />wnership<br />
  28. Having a Sense of Belonging is a Crucial <br />Factor in Team Morale <br />
  29. Individual Contribution To The Team<br />plays important role in shapingup sense of belonging<br />
  30. Problems are everywhere…<br />
  31. inspire your team the culture of… <br />
  32. veni, <br />vidi, <br />vici<br />
  33. Let’s translates it into a contemporary <br />interpretation… <br />
  34. I see<br />the problem<br />I own<br />the problem<br />I solve<br />the problem<br />
  35. How?<br />Follow these 4 simple steps<br />
  36. Step<br />When you see a problem… <br />1<br />Write the problem<br />On a..<br />hallway whiteboard,Or shared databaseOr shared medium<br />
  37. Discuss the problem<br />in team’s <br />30 min<br />daily meeting<br />Step<br />2<br />
  38. Step<br />3<br />1Owner<br />assign<br />Every work item has one and only one ownerat any given time<br />
  39. And don’t forget<br />to put work item <br />in the right bucket<br />which implicitly<br />implies when the<br />resolution is <br />expected<br />
  40. Owner is now<br />responsible for<br />finding solutions<br />within the expected<br />timeframe <br />Step<br />4<br />*Owner can work with others<br />
  41. Tell the team<br />about accomplishments<br />and celebrate<br />a little victory<br />
  42. Don’t fall into this trap<br />
  43. Debating countless hours to make<br />decisions<br />Many decisions are reversible andhave little impact on the final results <br />
  44. Writing a book/heavy spec<br />to impress your team <br />Things are moving so fast, it willbe obsolete by the time you finish<br />&lt;10 slides are sufficient for explainingproblems, proposing customer experience <br />and describing solutions <br />
  45. Hang on to your ego?<br />Team relies on you as owner to deliver <br />results on time. If you can’t deliver, pass thebaton as early as possible<br />
  46. 3vs<br />Let’s<br />summarize<br />(vini,vedi,vici)<br />Culture<br />O forOwnership<br />1 owner<br />for a given work item<br />4 steps<br />solving problems<br />write, discuss, assign, solve<br />
  47. POT<br />ransparency<br />
  48. Transparency<br />a foreign concept<br />in workplace<br />
  49. Concerns over information leak, <br />spreading bad news and chaos<br />
  50. Online Users Are<br />Used To Transparenciesfor Years<br />Self-Expression<br />Social-Circles<br />Broadcast Yourself<br />Sharing Content<br />Present Yourself<br />Sharing Pictures<br />Your Story<br />
  51. Instant Notifications<br />Always Connected <br />Self-Reporting<br />Breaking News<br />Help Others<br />Low cost distribution<br />The results are undeniable <br />Immediate Feedback<br />Knowledge Sharing<br />Engaging<br />Quick Answers<br />Mobility<br />
  52. What’s wrong with this picture…<br />
  53. Low value information consumed <br />by many with great interest<br />
  54. Yet, high value information is<br />hard to find in the work place<br />John just copied and shared <br />a document to a server<br />No one notice until <br />they visit the server <br />
  55. However, constant stream of updates, <br />like facebook, may not work in business settings well <br />Why?<br />
  56. Online user can browse, dismiss<br />low value updates in <br />social networkingsettings<br />Heavy streams <br />of data hardly <br />matter<br />
  57. In workplace, high value updates require <br />attention and possibly actions <br />Predictable, low volume of updates are preferable<br />
  58. Grouping is the natural way for a teamto partition and collaborate<br />Sales<br />Engineer<br />Manufacture<br />Management<br />Transparency within a group is not only desirable, but <br />it also reduces amount of information to process <br />
  59. This is another good reason you should <br />break organization into a smaller group <br />12<br />..don’t get larger than<br />
  60. Activities to Capture<br />…for all group members to see or be notified<br />Uploading new documents<br />People joining group<br />Completing Work<br />New Work Items<br />Updating data<br />What on your mind updates <br />Creating Data<br />Comments<br />
  61. Get Everybody To Engage in Activities<br />Edit<br />Comments<br />Vote<br />Publish<br />
  62. G<br />Let’s<br />summarize<br />rouping<br />design for small size<br />T forTransparency<br />CapturingActivities<br />IncreaseParticipation<br />
  63. Now<br />We’re all <br />well-connected,<br />well-informed,<br />driven toward<br />one goal <br />Get Things Done!<br />
  64. So, remember this word<br />POT<br />Progress<br />Transparency<br />Ownership<br />
  65. Next time, you hear: <br />“My team sucks”<br />Tell them: <br />“Quick, get them addicted to POT”<br />
  66. For more presentation like this, visit, <br />follow, subscribe to: <br />Blog: http://www.andyharjanto.com<br />Twitter: http://twitter.com/harjanto<br />Contact: andy@guppers.com<br />A service that uses POT as the foundation: <br />http://www.guppers.com<br />