Weitere ähnliche Inhalte Ähnlich wie How to form agile teams (20) Mehr von Dave Sharrock (19) Kürzlich hochgeladen (20) How to form agile teams1. Forming agile teams
Where do fantastic agile teams come from?
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2. Dave Sharrock
15+ yrs experience`
regulatory international
B2B matchmaking MBA IPO
agile husband start-up
sometime Canadian
father
executive outsourcing
B2C data analysis
seismology scrum
English go canucks go
email: dave.sharrock@agile42.com
twitter: @davesharrock
skype: dave.sharrock
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3. what do you look for in a team
forming agile teams as a manager, as an agile team
member and as a customer
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4. forming agile team has different,
often conflicting objectives,
depending on your point of view
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5. “A team effort is a lot of
people doing what I say.”
Michael Winner
British Writer and Film Director
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6. "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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7. steps to forming a
fantastic team
characteristics of an agile team
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8. characteristics of a
scrum team
• cross-functional
• 7±2 people
• co-located
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9. how many agile teams meet the
poll scrum characteristics?
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10. the team includes all the skills
cross-functional teams necessary to deliver the end
product (from concept to cash)
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11. every team will have its
specialists working together to
deliver an end product
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12. sometimes you can’t because of:
scaling - too many people
or too big a product
Scrum of
Tea Tea Tea
Scrum of Scrum of
Tea Tea Tea Tea Tea Tea
Scrum of Scrum of
Tea Tea Tea Tea Tea Tea
Scrum of Scrum of Scrum of Scrum of
Tea Tea Tea Tea Tea Tea Tea Tea Tea Tea Tea Tea
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13. sometimes you can’t because of:
scaling - too many people
or too big a product
different technologies,
products, backlogs
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14. sometimes you can’t because of:
scaling - too many people
or too big a product
different technologies,
products, backlogs
limited availability of
specialists, e.g. architect
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15. sometimes you can’t because of:
scaling - too many people
or too big a product
different technologies,
products, backlogs then you need to
1. manage
limited availability of dependencies
specialists, e.g. architect
2. create
knowledge
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16. specialists exist on the team,
but every team member pitches in
to help when necessary
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17. a result of self-organization,
not cross-functionality
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18. The Ringelmann effect refers to
optimum (agile) team a combination of social loafing
size is 7±2 people and coordination losses
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19. 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 a force
equal to the combined individual
effort of only four people.
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20. social loafing
(and coordination losses)
increase with team size
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21. the perfect size is...
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22. many aspects of distributed
co-located vs. virtual teams are still unclear
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23. global market in labour
means distributed or virtual
teams are here to stay in
many businesses today
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24. many agile practices work just
great with distributed teams
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25. 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 Weisband
Associate Professor
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26. 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 Between
Virtual and Co-Located Teams, Reed & Night
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27. six common misperceptions about teamwork
•Misperception #1: Harmony helps
•Misperception #2: It's good to mix it up
•Misperception #3: Bigger is better
•Misperception #4: Face-to-face interaction is passé
•Misperception #5: It all depends on the leader
•Misperception #6: Teamwork is magical
Six Common Misperceptions about Teamwork
by J. Richard Hackman
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28. common misperceptions: harmony helps
Harmony helps
disagreements can be
good for a team
Six Common Misperceptions about Teamwork
by J. Richard Hackman
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29. Dear ScrumMaster,
Remember:
- don’t let it get personal
- or get out of hand
Yours
The Team
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30. common misperceptions: its good to mix it up
Its good to mix it up
the longer a team stays
together, the better they do
Six Common Misperceptions about Teamwork
by J. Richard Hackman
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31. again a fact of corporate life...
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32. but get experience of excellence
before breaking teams
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33. common misperceptions: it depends on the leader
It all depends
on the leader
the most powerful thing
a leader can do is to
create conditions for
self-organization, and
Six Common Misperceptions about Teamwork
by J. Richard Hackman
launch the team well
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34. leadership challenge
“However 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 one reason
or another was totally absent,
thus enabling the team to self-
organize.”
Steve Denning
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35. common misperceptions: teamwork is magical
Teamwork is magical
It takes careful thought
and preparation to stack
the deck for success
Six Common Misperceptions about Teamwork
by J. Richard Hackman
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36. how will we form the
team
• self-organized trumps allocated
• constrained trumps random
• loose fit trumps tightly controlled
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37. how have your agile teams been
your experience formed - and what worked well,
and what didn’t work well
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38. agree constraints
beforehand
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39. agree constraints
beforehand
allow random or
self-organized selection
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40. agree constraints
beforehand
allow random or
self-organized selection
immediately allow
team identity to form
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41. agree constraints
beforehand
allow random or
self-organized selection
immediately allow
team identity to form
celebrate team selection
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42. “Coming together is a beginning.
Keeping together is progress.
Working together is success.”
Henry Ford
thank you
dave.sharrock@agile42.com
skype: dave.sharrock
follow us on: @agile42
follow me on: @davesharrock
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