Fostering self organizing teams

Fostering
Self-Organizing
Teams
By Fadi Stephan
@FADISTEPHAN @EXCELLACO

Fostering Self-Organizing Teams @fadistephan | @excellaco | excella.com
MEET YOUR NEIGHBOR
Let’s get started:
• Chat with your neighbor
• Share your experience working on an
Agile team
• Do you believe you are on a self-
organizing team?
• What does a self-organizing team
mean to you?

Truth
or
Myth?

Bring a group of
individuals together
and you have a team

Give a team a goal
to work towards and
you have a self-
organizing team

A self-organizing team
is self-managing and
therefore does not
need managers

• Software Development
Practice Lead at Excella
Consulting
• Scrum Trainer and Agile
Coach
• Founder of the DC Software
Craftsmanship User Group
• Co-organizer of the DC
Scrum User Group
Fadi Stephan

Agile Manifesto
Individuals and interactions over Process and tools
Working software over Comprehensive documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan

Principles Behind The Agile Manifesto
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's
competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the
shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need, and trust them
to get the job done.
6. The most efficient and effective method of conveying information to and within a development team is face-to-
face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior
accordingly.

- Fifth and eleventh of the Twelve Principles behind the Agile Manifesto
“Build projects around motivated
individuals. Give them the environment and
support they need, and trust them to get the
job done.”
”
“The best architectures, requirements, and
designs emerge from self-organizing
teams.”

Super
Hyper
Productive
Teams

SHU – HA - RI

In shu, we repeat the forms and
discipline ourselves so that our
bodies absorb the forms that
our forebears created. We
remain faithful to these forms
with no deviation.
Aikido master Endō Seishirō shihan

In ha, once we have disciplined
ourselves to acquire the forms
and movements, we make
innovations. In this process the
forms may be broken and
discarded.

In ri, we completely depart from the
forms, open the door to creative
technique, and arrive in a place
where we act in accordance with
what our heart/mind desires,
unhindered while not overstepping
laws.

ShuHaRi

Dreyfus Model
of Skills
Acquisition

Dreyfus Model
• Transcends reliance on rules
• Intuitive grasp of situation based on deep tacit knowledge
• Has vision of what is possible
• Uses analytical approaches in new situations
Expert
• Holistic view
• Prioritizes importance of aspects
• Perceived deviations from normal pattern
Proficient
• Coping with crowdedness
• Some perception of actions in relation to goals
• Deliberate planning
• Formulates routines
Competent
• Limited situational perception
• All aspects treated separately with equal
importance
Advanced Beginner
• Rigid adherence to rules
• No exercise of discretionary
judgement
Novice
wikipedia.org/wiki/Dreyfus_model_of_skill_acquisition

Situational
Leadership®

Approach
Diagnose
Developmental
Level
Determine
Leadership
Approach
Apply
Approach and
Monitor
Development

Diagnose Level

Leadership Approach

Tuckman Stages
of
Group Development

Tuckman Model
Forming
Storming
Norming
Performing
http://wikipedia.org/wiki/Tuckman%27s_stages_of_group_development

Drexler/Sibbet
Team
Performance
Model

http://concentrics.com/7-stages-developing-high-performance-team

Joseph Pelrine
Soup Analogy

Cooking Soup

Cooking Soup
Cool
Cook
BurnSolid
Gel
https://www.infoq.com/news/2008/08/coaching_teams

Attributes
of a
Self-Organization

Supportive
Context

Goal

Bounded
Authority

Constraints

Diverse
Skills

Stability

Evolve

Attributes of a Self-Organizing Team
• Supportive Context
• Goal
• Bounded Authority
• Constraints
• Diverse Skills
• Stability
• Evolve

Delegation Poker
from
Management 3.0

Situational Leadership + RACI
Situational Leadership
• Tell/Direct
• Sell/Coach
• Participate/Support
• Delegate
RACI Matrix
• Responsible
• Accountable
• Consulted
• Informed
http://www.slideshare.net/jurgenappelo/agile-management-authority-delegation

• Delegation Poker

Delegation Poker

Role of the
ScrumMaster
Angel Medinilla

Progressive Delegation
ScrumMaster Progressive Delegation – review Angel Medinilla’s slides @
http://www.slideshare.net/proyectalis/developing-scrummasters (p.34)

ScrumDude
• New ScrumMaster
• Schedules
meetings
• Coordinates
activates
• Takes notes
http://www.slideshare.net/proyectalis/developing-scrummasters

ScrumMom
• Protects the team
• Removes impediments
• Identifies and resolves problems
• Avoids conflict
• Ensure tasks are assigned
• Follows progress closely

True ScrumMaster
• Facilitates meetings
• Empowers the team
• Helps the team be accountable and responsible
• Gets the team to move from coordinating and
cooperating to collaborating and performing
• Progressively delegates to the team
• Highlights problems and lets the team resolve them
• Ensures conflict remains constructive
• Focuses on learning and continuous improvement

Agile Nirvana
Just show up and things magically happen!

Summary
1. Myths
2. ShuHaRi
3. Dreyfus Model for Skills Acquisition
4. Situational Leadership
5. Tuckman Stages of Group Development
6. Drexler/Sibbet Team Performance Model
7. Soup Analogy
8. Attributes of a Self-Organizing Team
9. Delegation Board
10. Role of the ScrumMaser

Questions?

References
http://martinfowler.com/bliki/ShuHaRi.html
http://alexchardin.com/story-autonomy-delegation-management30/
https://en.wikipedia.org/wiki/Aikido
https://en.wikipedia.org/wiki/Dreyfus_model_of_skill_acquisition
http://www.businessballs.com/leadership-theories.htm
https://en.wikipedia.org/wiki/Tuckman%27s_stages_of_group_development
http://concentrics.com/7-stages-developing-high-performance-team
https://www.infoq.com/articles/what-are-self-organising-teams
https://www.infoq.com/news/2008/08/coaching_teams
https://www.youtube.com/watch?v=FA2hfkU34TQ
https://www.youtube.com/watch?v=AQXgb1_oSlU
https://www.youtube.com/watch?v=zvRbxzSkjuw

Fostering self organizing teams

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