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Stable long lived team

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We are firmly convinced of the creation of the stable and long-lasting agile team, both a key competitive element of any company that wants to compete as a protagonist in today's market.

The Agile teams were designed to proceed in that direction: small, self-managed, inter-functional teams, preferably located in the same room and possibly long-lasting.
we will understand together why traditional project management approaches for creating the work team present important problems.
We will understand the dynamics underlying the creation of the stable work team and we will review some of the techniques for creating the cohesive and high-performance team, completely changing the paradigm: from moving people towards work, towards work towards people.

Finally we will understand why an agile team created according to those standards, possibly more resources to successfully deal with any changes in its physiognomy, while continuing to produce constant value.

Veröffentlicht in: Business
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Stable long lived team

  1. 1. Stable, Long-lived Teams between Myth and Reality Agile Venture Milano IBM Studios Piazza Gae Aulenti, 10 Milano Emiliano Soldi @AgileTriathlete #avmi2020
  2. 2. Nowadays, Teams are requested to deliver value continuously, improve performance on a steady pace, while quickly respond to new market scenario
  3. 3. However, too many companies still tend to treat people like resources (cost)…
  4. 4. …which utilization must be maximized for financial reasons, ending in picking them up and moving among projects, like boxes
  5. 5. Still stuck there?
  6. 6. Context Switching is a (bad) byProduct of resource utilization maximization Switching between projects requires an operational overhead for anyone to figure out where she left off, what is missing to be done, how that work synchronizes with other activities, how to execute, etc.
  7. 7.  Overhead in accounting activities to keep track of the work done by individuals  Reduced team efficiency because of new members integration or leaving ones  Reduced team productivity, quality, engagement, for members who work to more than one project Context Switching Waste Production Context switching between projects costs 20% of your time. Per project. “ “ Gerald Marvin Weinberg
  8. 8. But, problems that organizations are facing today are unpredictable and complex…
  9. 9. ..and facing complexity requires teams’ creativity and problem solving attitudes, who in turn, require Trust, Autonomy, Focus and Time…
  10. 10. …which is impossible to achieve by using such an old way of thinking
  11. 11. We strongly believe that creating stable, long-lasting, teams, is the key competitive element for companies who want to deliver innovation and continuous stream of value to their customers
  12. 12. Stable Teams 60% Better Responsiveness Source: The Impact of Agile. Quantified.- CA Technologies
  13. 13. 60% Better Productivity Source: The Impact of Agile. Quantified.- CA Technologies Stable Teams
  14. 14. 40% Better Predictability Source: The Impact of Agile. Quantified.- CA Technologies Stable Teams
  15. 15. If you don't care about quality, you can meet any other requirement “ “ Gerald Marvin Weinberg Yes, but what about Quality?!
  16. 16. A NASA study found that fatigued crews, who had a history of working together, made about half as many errors as crews composed of rested pilots who had not flown together before Stable Teams 50% Less Errors NASA Study
  17. 17. Actually it seems that is worth investing in Stable Teams. Now, let's see how to form and develop them.
  18. 18. That research explored the interactions between the people belonging to a group, and its following development as a team. Bruce Wayne Tuckman (November 24, 1938 – March 13, 2016) was an American Psychological Researcher who carried out his research into the theory of group dynamics. In 1965, he published a theory known as "Tuckman's stages of group development". Wikipedia
  19. 19. Forminginitial phase where, among the team members, the development of a first sense of belonging takes place; they share common values, align to the corporate mission, live first joint experiences Stormingphase in which conflicts can occur due to the attempt of individual team members to find their place and "impose" their individuality and leadership Norming when/if successfully passed the previous step, the team defines proper norms, working methods, and refines roles and responsibilities. The sense of unity initially only perceived, is now definitely established as a team Performing the team has achieved sufficient stability to deliver continuous business value, achieving results. The team autonomously improves its process and practices Tuckman’s Stages Model
  20. 20. The model is clear and straightforward on how it presents the sequence of phases and their impact on productivity. However, it has some weakness. First of all, one could think that phases of team development, follow a discrete and linear sequence, while that's not the reality. Phases can overlap and their duration changes from team to team. Secondly, in the following years, due to lack of empirical validation, the scientific community emphasized that the model shall be considered more a conceptual declaration than the reality.
  21. 21. “Small, Short Duration Technical Team Dynamics” by P. Knight A study conducted by the US Defense Ministry in collaboration with the Defense Acquisition University, shows that in teams formed by a few members, with strong competence and motivation, the phases described by the Tuckman model, actually strongly overlap. The Storming stage is limited in its wideness but extended in time, so as to be called "Brainstorming": reflection moments. Additionally, it seems that the Norming phase continues to happen until the end of the time measured. Another Point of View
  22. 22. Cool! And, what about Agile Teams?! Acrobats on Uncertainty
  23. 23.  Small ones  Technically competent  Self-organizing  Self-managing  Cross-functional  Inspect & Adapt Agile teams have higher potential to fulfill abovementioned criteria
  24. 24. …but still some guidance is needed…
  25. 25. A bad team design could lead to significant problems in efficiency, quality of work and conflicts between members Therefore, bad performance of a team could lead to eventually re-shuffle it, which brings us back to the starting point: instability of teams Team Design is key to success
  26. 26. Richard Hackman and Ruth Wageman coined the heuristic "60-30-10 Rule for Coaching Teams" 60-30-10 Rule The heuristic explains the percentages of time/energies that should be dedicated to the following activities: 60% on how a team is designed 30% on how it is launched 10% on how the team is coached https://6teamconditions.com/bibliography/the-team-diagnostic-survey-and-the-60-30-10-rule-for-coaching-teams/
  27. 27. Senior executives were asked which approach generated the best performing teams, 63% of them identified self-selection http://www.thinkwiseinc.com/impact-of-team-performance-survey-report.html# Impact of Team Performance - Survey Report
  28. 28. Team Self-Selection Workshop Product Owners prepares draft team mission, referring to strategic themes with business objectives to achieve. Team constraints are identified (e.g. competences, locations, etc). Candidate team members walk around reading missions and asking question to Product Owners. When a candidate sees a good fit with a certain team, she sticks her picture and short bio on that whiteboard. Final discussion with Product Owners and managers to find ideal setup.
  29. 29. Every team needs a deviant, a skeptic, someone who can challenge team’s beliefs. The tendency of a stable team could be to seek for too much homogeneity, status quo, which stifles creativity and learning. …however, be aware of Complacency and Status Quo
  30. 30. Lift-off : Set a Compelling Direction http://www.plays-in-business.com/download/team-charter-canvas-poster-a0-format/ Team members need to agree on what they’re supposed to be doing together, to avoid misalignment and misunderstandings
  31. 31. YES, WE THINK THAT STABLE LONG-LIVED TEAMS ARE THE RIGHT APPROACH TO ACHIEVE BETTER PERFORMANCE WHILE REMAINING ADAPTIVE. AGILE TEAMS ARE THE BEST FIT. ACTUALLY, WE NEED TO BE AWARE THAT FLUIDITY AND UNCERTAINTY OF MARKET AND TECHNOLOGY, COULD STRONGLY CHALLENGE TEAM COMPOSITION DUE TO NEW OR DIFFERENT REQUIRED COMPETENCES. CO-LOCATION IS ALSO CHALLENGED, AS MORE AND MORE ORGANIZATIONS ARE GLOBAL ONES AND TEAM MEMBERS CAN BE DISTRIBUTED ACROSS THE WORLD. BUT, DEFINITELY, EVEN IN THE EVENT OF SUCH LIMITATIONS, AGILE TEAMS ARE MOST EQUIPPED TO FACE THOSE CHALLENGES AND FIND THEIR OWN STABILITY.
  32. 32. Emiliano Soldi @AgileTriathlete https://www.linkedin.com/in/emilianosoldi/

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