Boost your team performance

BOOST YOUR TEAM
PERFORMANCE
MASSIMO SARTI - PMI-ACP - SCRUM MASTER - SCRUM PRODUCTOWNER - PMP - PRINCE2 - POST-IT® LOVER
♂ ♂ ♂ ♂♂♀ ♀ ♀ ♀ ♀
PSYCHOLOGY OF SCRUM AGILE - LONDON - 17 MAY 2016

BOOST YOUR TEAM PERFORMANCE
▸ When and how teams work best (or worst)
▸ How to create self-organising, empowered teams
▸ How to shield team from interruptions
▸ How to reach team consensus
▸ ….
A tool set of techniques, knowledge and associated skills to
achieve these results
LEARNING OBJECTIVES

▸ Individuals and interactions over processes and tools
▸ Working software over comprehensive documentation
▸ Customer collaboration over contract negotiation
▸ Responding to change over following a plan
WHERE DO TEAMS FIT IN AGILE MANIFESTO?
https://agilemanifesto.org
“Agile is more humanistic than mechanistic”
(Mike Griffiths)

PROCESSES AND TOOLS ARE
SIMPLY EASIER TO DESCRIBE,
CLASSIFY, AND PROVIDE
GUIDANCE FOR THAN TRICKIER
TOPICS RELATED TO
INDIVIDUALS AND
INTERACTIONS. INDIVIDUALS
AND INTERACTIONS CANNOT
READILY BE REFERRED TO IN
GENERAL TERMS BECAUSE
PEOPLE VARY SO MUCH, IN
SKILL SETS, ATTITUDES,
EXPERIENCES, PERSPECTIVES,
CULTURE, ETC.
Mike Griffiths - PMI-ACP Exam
Prep

"NO MATTER HOW IT LOOKS AT
FIRST, IT’S ALWAYS A PEOPLE
PROBLEM."
Gerald M. Weinberg - The Second Law Of
Consulting

DEFINITION OF
TEAM
* THIS ALLOWS US TO ALL BE ON THE SAME PAGE FOR THE NEXT HUNDRED SLIDES

A GROUP OF PEOPLE WHO
WORK TOGETHER AT A
PARTICULAR JOB
OXFORD DICTIONARY

A SET OF INDIVIDUALS WHO SUPPORT
THE PROJECT MANAGER IN
PERFORMING THE WORK OF THE
PROJECT TO ACHIEVE ITS OBJECTIVES.
PMBOK 5th edition

A TEAM IS A GROUP OF PEOPLE OR OTHER ANIMALS LINKED IN A COMMON
PURPOSE. HUMAN TEAMS ARE ESPECIALLY APPROPRIATE FOR CONDUCTING
TASKS THAT ARE HIGH IN COMPLEXITY AND HAVE MANY INTERDEPENDENT
SUBTASKS.
…
A TEAM BECOMES MORE THAN JUST A COLLECTION OF PEOPLE WHEN A
STRONG SENSE OF MUTUAL COMMITMENT CREATES SYNERGY, THUS
GENERATING PERFORMANCE GREATER THAN THE SUM OF THE PERFORMANCE
OF ITS INDIVIDUAL MEMBERS.

A SMALL NUMBER OF
PEOPLE WITH
COMPLIMENTARY SKILLS
WHO ARE COMMITTED TO
A COMMON PURPOSE,
PERFORMANCE GOALS
AND APPROACH FOR
WHICH THEY HOLD
THEMSELVES MUTUALLY
ACCOUNTABLE.
J. Katzenbach - D. Smith - Wisdom
of Teams: Creating the High
Performance Organisation

A TEAM IS A TEMPORARY
ORGANISATION
* KINDLY TAKEN FROM PRINCE2 PROJECT DEFINITION

AND IF IT IS TEMPORARY,
IT HAS A LIFECYCLE!
* OH WELL, EVERYTHING IN THIS WORLD HAS A LIFECYCLE

THE MOST FAMOUS TEAM
LIFECYCLE MODEL:
TUCKMAN’S MODEL
* AFTER 50 YEARS IT IS STILL THE MOST QUOTED

FORMING
STORMING
NORMING
PERFORMING
(ADJOURNING)
Bruce W. Tuckman -
Developmental
Sequence in Small
Groups

FORMING
▸ Description: orientation
▸ Patterns of interpersonal relationships: testing and dependence
▸ Task activity: orientation to the task
▸ It is only a working group

STORMING
▸ Description: resistance to group influence and task
requirements
▸ Patterns of interpersonal relationships: intragroup conflict
▸ Task activity: emotional response to task demands
▸ It is a pseudo team

NORMING
▸ Description: openness to the other group members
▸ Patterns of interpersonal relationships: intragroup feeling and
cohesiveness develop, new standards evolve and new roles are
adopted
▸ Task activity: open exchange of relevant interpretations; intimate,
personal opinions are expressed
▸ It is a potential team

PERFORMING
▸ Description: constructive action
▸ Patterns of interpersonal relationships: roles become flexible
and functional; structural issues have been resolved; structure
can support task performance
▸ Task activity: interpersonal structure becomes the tool of task
activities; group energy is channeled into the task; solutions can
emerge
▸ It is the real team

ADJOURNING (OR MOURNING)
▸ Description: disengagement
▸ Patterns of interpersonal relationships: anxiety about
termination and separation; sadness; feelings toward leader and
group members
▸ Task activity: self-evaluation
▸ It is a former team

JUST SIT AND WAIT?

A BETTER REPRESENTATION
FORMING
ADJOURNING
STORMING NORMING PERFORMING

USE
SITUATIONAL LEADERSHIP
* FROM ONE MINUTE MANAGER

EFFECTIVE TEAM
LEADERS ADJUST
THEIR STYLE TO
PROVIDE WHAT
THE GROUP CAN’T
PROVIDE FOR
ITSELF
Kenneth Blanchard - Builds High
Performing Teams

SITUATIONAL LEADERSHIP (II MODEL - KENNETH BLANCHARD)
S1
S2S3
S4
DIRECTING
COACHINGSUPPORTING
DELEGATING
SUPPORTIVEBEHAVIOUR
DIRECTIVE BEHAVIOUR
D1D2D3D4
DEVELOPMENT LEVEL
HIGH COMPETENCE
HIGH COMMITMENT
MODERATE TO HIGH COMPETENCE
VARIABLE COMMITMENT
LOW TO SOME COMPETENCE
LOW COMMITMENT
LOW COMPETENCE
HIGH COMMITMENT

USE EMOTIONAL
INTELLIGENCE
* BUT BE AWARE: VALIDITY IS CONTROVERSIAL

EMOTIONAL INTELLIGENCE (DANIEL GOLEMAN)
SELF AWARENESS
- EMOTIONAL SELF AWARENESS
- SELF CONFIDENCE
- ACCURATE SELF ASSESSMENT
RECOGNIZE
OTHERS
SOCIAL AWARENESS
SELF MANAGEMENT
RELATIONSHIP
MANAGEMENT
SELF
REGULATE
- EMPATHY
- SERVICE ORIENTATION
- ORGANISATIONAL AWARENESS
- INSPIRATIONAL LEADERSHIP
- INFLUENCE
- CHANGE CATALYST
- CONFLICT MANAGEMENT
- TEAMWORK
- SELF CONTROL
- TRANSPARENCY
- ADAPTIBILITY
- INITIATIVE
- DRIVE AND MOTIVATION

PUTTING THE 3 MODELS TOGETHER
STAGE TEAM LEADERSHIP
MEMBERS’ EMOTIONAL
INTELLIGENCE
FORMING DIRECTING SELF AWARENESS
STORMING COACHING
SELF
MANAGEMENT
NORMING SUPPORTING
SOCIAL
AWARENESS
PERFORMING DELEGATING
RELATIONSHIP
MANAGEMENT

WHAT IS NEEDED?
FORMING STORMING NORMING PERFORMING ADJOURNING
Minimise duration
Keep team's
members here
Don’t forget this

HOW MANY TIMES HAVE
YOU CHOSEN OTHER TEAM
MEMBERS?
* WE LEARN THIS FROM FIRST DAY IN THIS WORLD BECAUSE WE DON’T CHOOSE OUR PARENTS

IN AN IDEAL WORLD, PRODUCT OWNER
SHOULD CHOOSE TEAM MEMBERS AND
THEN TEAM MEMBERS SHOULD CHOOSE
THEIR SCRUM MASTER
Lyssa Adkins

TEAMS SHOULD BE NO
LARGER THAN TWO PIZZAS
CAN FEED.
Jeff Bezos

SOCIAL LOAFING IS A
RATIONAL BEHAVIOUR: WHY
INVEST ALL OF YOUR ENERGY
WHEN HALF WILL DO -
ESPECIALLY WHEN THIS
LITTLE SHORT-CUT GOES
UNNOTICED?
…
WHEN PEOPLE WORK
TOGETHER, INDIVIDUAL
PERFORMANCES DECREASE.
Rolf Dobelli- The art of thinking
clearly

IN THE WEST, TEAMS FUNCTION BETTER IF AND
ONLY IF THEY ARE SMALL AND CONSIST OF
DIVERSE, SPECIALISED PEOPLE. THIS MAKES
SENSE, BECAUSE INDIVIDUAL PERFORMANCES
CAN BE TRACED BACK TO EACH SPECIALIST.
Rolf Dobelli

EVERY STEEP JUMP IN LINKS ALSO
PRODUCES A STEEP JUMP IN THE
POTENTIAL FOR MISMANAGEMENT,
MISINTERPRETATION, AND
MISCOMMUNICATION.
Janet Choi

NUMBER OF LINKS THAT NEEDS TO BE MANAGED AMONG MEMBERS
1
3
6
10
N(N-1) / 2

HOW SMALL IS SMALL?
▸ The magical maximum team size was heralded at 7±2
▸ Someone now says it is 5±2
▸ Team should have an odd number of members. This prevents
ties and improves the odds of making a correct decision. Even-
numbered groups can make decisions, but the decision-making
can take more time
http://sheilamargolis.com/2011/01/24/what-is-the-optimal-group-size-for-decision-making/
https://www.linkedin.com/pulse/how-harness-science-best-team-size-georg-fasching

REDUCE DISTANCES BETWEEN MEMBERS
▸ Before starting: Boot camp
▸ Build from day 1 personal relationships
▸ Personal histories exercise: life stories and interesting
backgrounds
▸ Experiential team exercises:
▸ outdoor activities
▸ escape rooms
▸ “Working agreements”
▸ On the way:
▸ 360-degree feedback
▸ Personality and behavioural profiles (MBTI?)

ESTABLISH WORKING AGREEMENTS ASAP (TEAM NORMS)
▸ Guidelines developed by the team as to how they must work
together to create a positive, productive process
▸ Working agreements describe positive behaviours that often are
not automatically demonstrated in team process
▸ Working agreements should be:
▸ limited in number
▸ important to the team
▸ fully supported by each member
▸ reminded to members when they are broken
▸ Working agreements should be posted on a board for easy
reference through the team process
https://www.scrumalliance.org/community/articles/2015/march/how-to-create-agile-team-working-agreements

WHAT TO OBSERVE IN GROUPS
▸ Communication and participation
▸ Decision making
▸ Conflicts
▸ Leadership
▸ Goals
▸ Roles and behaviours
▸ Group norms
▸ Problem solving
▸ Climate / Tone
Kenneth Blanchard

NO SHARP DISTINCTION CAN
BE MADE BETWEEN
LEADERSHIP AND
MEMBERSHIP FUNCTIONS,
BETWEEN LEADER AND
MEMBER ROLES. GROUPS
MAY OPERATE WITH VARIOUS
DEGREES OF DIFFUSION
OF “LEADERSHIP” FUNCTIONS
AMONG GROUP MEMBERS OR
OF CONCENTRATION OF SUCH
FUNCTIONS IN ONE MEMBER
OR A FEW MEMBERS.
Kenneth Benne - Paul Sheats -
Functional Roles of Group Members

26 ROLES/BEHAVIOURS (KENNETH BENNE - PAUL SHEATS)
TASK ROLESSOCIAL ROLES
SELF-ORIENTED
ROLES
AGGRESSOR
BLOCKER
RECOGNITION SEEKER
DOMINATOR
DESERTER
PLAYBOY
ENCOURAGER
HARMONISER
GATEKEEPER
TENSION RELIEVER
CONCILIATOR
FEELING EXPRESSER
FOLLOWER
INITIATOR
INFORMATION SEEKER
INFORMATION GIVER
ORIENTERER
OPINION SEEKER
OPINION GIVER
ELABORATOR
COORDINATOR
DIAGNOSTICIAN
ENERGIZER
PROCEDURE DEVELOPER
SECRETARY
EVALUATOR

6 (+1) SELF-ORIENTED (DESTRUCTIVE) ROLES/BEHAVIOURS
AGGRESSOR
The aggressor criticizes everything said within the team environment. This individual has the ability to block the
introduction of new ideas and concepts by minimizing and deflating the status of other team members and creating a
sense of intimidation.
BLOCKER
The blocker is a dominant personality who automatically rejects the views and perspectives of others out of hand. This
individual blocks the team’s ability to brainstorm and discuss the merits of new concepts and ideas raise.
DESERTER
The deserter holds back his or her personal participation and refuses to become active within the team environment. This
individual focuses the team on his or her immature behavior and attempts to resolve the conflict and unrest it creates,
which effectively limits the team’s ability to make progress on problems and assigned projects.
RECOGNITION
SEEKER
The recognition seeker looks for personal attention and in so doing monopolizes the discussion by continually asserting
his or her personal ideas, suggestions and viewpoints. The recognition seeker is also attempting to win the team over to
his or her ideas and opinions.
PLAYBOY The playboy displays a lack of involvement in the group through inappropriate humor, horseplay, or cynicism.
DOMINATOR
The dominator displays threatening and bullying behavior within the team setting. This individual uses intimidating and
minimizing behavior in an attempt to take over the team and control all discussions.
DEVIL’S
ADVOCATE
While the devil’s advocate in the sense of introducing different viewpoints into the team discussion is a positive team
function, it can become a negative role when used to block team progress or consensus. In this regard, the devil’s
advocate is simply a naysayer that refuses to allow the team to move forward.

MYERS-BRIGGS TYPE INDICATORS (MBTI)
Question Type
1. Are you outwardly or inwardly focused?
I Intraversion
E Extraversion
2. How do you prefer to take in information?
N Intuitive
S Sensing
3. How do you prefer to make decisions?
T Thinking
F Feeling
4. How do you prefer to live your outer life?
J Judging
P Perceiving
* BE AWARE: QUESTIONABLE VALIDITY
16 different MBTI: i.e. INTJ, ESFP, etc.

BIG FIVE FACTOR MODEL (FFM - MCCRAE AND COSTA)
Factor Characteristics
Openness Inventive/curious vs. consistent/cautious
Conscientiousness Efficient/organized vs. easy-going/careless
Extraversion Outgoing/energetic vs. solitary/reserved
Agreeableness Friendly/compassionate vs. analytical/
detached
Neuroticism Sensitive/nervous vs. secure/confident
* AT LEAST! HIGH VALIDITY

CONFLICTS ARE INEVITABLE
▸ Conflict between team members is a fact of life
▸ Conflicts occur at all levels of interaction
▸ Conflict is a critical event in the course of a relationship
▸ Whether a relationship is healthy or unhealthy depends
not so much on the number of conflicts between
members, but on how the conflicts are managed and
resolved
▸ We should recognise which is the level of conflicts in our
team

TEAM CONFLICT LEVELS (SPEED LEAS’S FRAMEWORK)
Level/Name Characteristics Language used Atmosphere/Attitude
1
Problem to
solve
‣ Team members engage
openly and constructively
‣ Open, fact based
‣ Persons have different opinion
‣ Goals can conflict
2
Disagreement
‣ Conversation changes to
make room for self-
protection
‣ Open to interpretation,
guarded
‣ People aren’t hostile, just wary
‣ Self protection becomes
important
3
Contest
‣ Distorted language, over
generalisations, real
issues lost
‣ Include personal
attacks
‣ “I am always the one to
compromise for the good of
the team”
‣ Discussion becomes either/or
and blaming flourishes
4
Crusade
‣ Becomes more
ideological
‣ Ideological
‣ The overall attitude is
righteous and punitive.
5
World War
‣ Features full-on combat ‣ Little, non existent
‣ “Destroy!”
‣ Persons must be separated

TEAM CONFLICT LEVELS (SPEED LEAS’S FRAMEWORK)
Level/Name How to (try to) resolve the conflict
1
Problem to solve
‣ Don’t take any immediate action to resolve the conflict
‣ Construct a collaborative scenario and help to build consensus around a decision that
everyone can support
2
Disagreement
‣ Empower the relevant team’s member to solve the problem
‣ Restore a sense of safety to the team
3
Contest
‣ Accommodate people’s different views
‣ Compromise work, but don’t compromise team’s values
4
Crusade
‣ Use diplomacy
‣ De-escalate conflict
‣ Use a facilitator / negotiator to convey messages between different parties
5
World War
‣ It’s unresolvable
‣ Give people ways to exit from team
‣ Separate opposing individuals to prevent further harm each other

SIX CONFLICT MANAGEMENT STYLES (SPEED LEAS)
Style Behaviour
Persuading
‣ Present both side
‣ Present your favoured viewpoint last
‣ Be for, not against
‣ Do not interrupt, do not hurry to make your points
Compelling / Forcing
‣ Increase your authority, both tacit and explicit
‣ Use clear statements to get a clear response
‣ Be able to bring sanctions to bear immediately upon non-compliance with your
demands
Avoiding / Ignoring /
Accomodating / Fleeing
‣ Procrastinate!
‣ Use when the cost of working a problem through is greater than the value of having
worked it through
‣ Use when the conflict is on many fronts‣ Use when people need time or space to cool down
Collaborating
‣ Win-win: involve the others
‣ Jointly acknowledge there is a problem
‣ Jointly agree on how deal with the problem
‣ Jointly invent options for mutual gain and then jointly choose an option
Negotiating / Bargaining
‣ Sorta-win-sorta-lose: try to obtain as much you can
‣ Parties involved must share some information
‣ Stress the desirability of agreement
‣ Present positive points before the other does
Supporting
‣ The other owns the problem
‣ Make short and neutral statements
‣ Reflect the feeling content of a person’s words or actions
‣ Help the other to feel strong and confident that he can deal with the conflict

ANOTHER WAY TO
OBSERVE MEMBERS'
BEHAVIOUR IN CONFLICTS

CONFLICT MANAGEMENT (THOMAS - KILMANN INSTRUMENT OR TKI)
COMPETING COLLABORATING
COMPROMISING
AVOIDING ACCOMODATING
ASSERTIVENESSFocusonmyneeds
Impersonal
complier
Tough Battler
Friendly Helper
Problem Solver
Manoeuvring Conciliator
I’m OK,
you are not OK
I’m OK,
you are OK
I’m not OK,
you are not OK
I’m not OK,
you are OK
COOPERATIVENESS Focus on others’ needs
www.slideshare.net/bhaskardiwakar/conflict-management-11475906
* Similar tool: Blake and Mouton’s Conflict Grid

IS “STORMING” ALWAYS A
SYNONYM OF CONFLICTS?

TRUST LIES AT THE
HEART OF A
FUNCTIONING,
COHESIVE TEAM.
WITHOUT IT,
TEAMWORK IS ALL
BUT IMPOSSIBLE.
Patrick Lencioni - The five
dysfunctions of a team

TRUST IS…

TEN FACTORS THAT ALL CONTRIBUTE TO THE PRESENCE (OR LACK) OF TRUST
(Robert Hurley, adapted by Jurgen Appelo)
https://www.linkedin.com/pulse/20140923185236-9187631-the-tricky-business-of-developing-trust
Risk Tolerance some people are risk takers others are cautious
Adjustment some people are optimists others are pessimists
Power some people have authority others suffer from it
Security sometimes the stakes are high sometimes they’re low
Similarities some people are similar to each other others aren’t
Interests sometimes interests are aligned sometimes they aren’t
Benevolent concern some are nice to us others… not so much
Capability some know what they’re doing others… not really
Integrity some people deliver on commitment others… forget it
Communication some can communicate well some… —uhm

ABSENCE OF TRUST
THE FIVE DYSFUNCTIONS OF A TEAM
FEAR OF CONFLICT
LACK OF COMMITMENT
AVOIDANCE OF
ACCOUNTABILITY
INATTENTION
TO RESULTS
Patrick Lencioni

5 DYSFUNCTIONS…
Dysfunction Characteristics
Absence of trust
‣ Hesitate to ask for help or provide constructive feedback
‣ Hesitate to offer help outside their own areas of responsibility
‣ Waste time and energy managing their behaviors for effect
‣ Dread meetings and find reasons o avoid spending time together
Fear of conflict
‣ Have boring meetings
‣ Create environments where back-channel politics and personal attacks thrive
‣ Ignore controversial topics that are critical to team success
‣ Waste time and energy with posturing and interpersonal his management
Lack of commitment
‣ Creates ambiguity among the team about direction and priorities
‣ Watches windows of opportunity close due to excessive analysis and unnecessary delay
‣ Revisits discussions and decisions again and again
‣ Encourages second-guessing among team members
Avoidance of
accountability
‣ Creates resentment among team members who have different standards of performance
‣ Encourages mediocrity
‣ Misses deadlines and key deliverables
‣ Places an undue burden on the team leader as the sole source of discipline
Inattention to results
‣ Stagnates/fails to grow
‣ Rarely defeats competitors
‣ Loses achievement-oriented employees
‣ Encourages team members to focus on their own careers and individual goals
Patrick Lencioni, The Five Dysfunctions of a Team

…AND HOW TO OVERCOME THEM…
Dysfunction How to deal with
Absence of trust
‣ Personal Histories Exercise
‣ Personality and Behavioral Preference Profiles
‣ 360-Degree Feedback
‣ Experiential Team Exercises
‣ Demonstration of vulnerability first by leader
Fear of conflict
‣ Mining for conflict
‣ Real-Time Permission
‣ Personality style and Behavioral Preference tools
‣ Demonstration of restraint by leader when people engage in conflict
Lack of commitment
‣ Cascading Messaging
‣ Deadlines
‣ Contingency and Worst-case scenario analysis
‣ Low-risk exposure therapy
‣ Ability of leader to not place too high of a premium on consensus or certainty
Avoidance of
accountability
‣ Publication of goals and standards
‣ Simple and regular progress reviews
‣ Team rewards
‣ Ability of leader to allow the team to serve as the first and primary accountability
mechanism
‣ Public declaration of results
‣ Results-Based rewards
‣ Setting the tone for a focus on results from the leader

…AND WHEN TEAM WORKS WELL
Dysfunction Team’s members
Absence of trust
‣ Admit weaknesses and mistakes
‣ Ask for help
‣ Accept questions and input about their areas of responsibility
‣ Give one another the benefit of the doubt before arriving at a negative conclusion.
‣ Take risks in offering feedback and assistance
‣ Appreciate and tap into one another’s skills and experiences
‣ Focus time and energy on important issues, not politics
‣ Offer and accept apologies without hesitation
Fear of conflict
‣ Have lively, interesting meetings
‣ Extract and exploit the ideas of all team members
‣ Solve real problems quickly
‣ Minimize politics
‣ Put critical topics on the table for discussion
Lack of commitment
‣ Creates clarity around direction and priorities
‣ Aligns the entire team around common objectives
‣ Develops an ability to learn from mistakes
‣ Takes advantage of opportunities before competitors do
‣ Moves forward without hesitation
‣ • Changes direction without hesitation or guilt
Avoidance of
accountability
‣ Ensures that poor performers feel pressure to improve
‣ Identifies potential problems quickly by questioning one another’s approaches without hesitation
‣ Establishes respect among team members who are held to the same high standards
‣ Avoids excessive bureaucracy around performance management and corrective action
‣ Retains achievement-oriented employees
‣ Minimizes individualistic behavior
‣ Enjoys success and suffers failure acutely
‣ Benefits from individuals who subjugate their own goals/interests for the good of the team
‣ Avoids distractions

YOU WILL NEVER, NEVER, NEVER HAVE
AN EMPOWERED SELF-DIRECTED
TEAM UNLESS THE MANAGER IS
WILLING TO SHARE CONTROL
Kenneth Blanchard

WORK EXPANDS SO AS TO FILL THE
TIME AVAILABLE FOR ITS
COMPLETION
Parkinson’s Law
http://www.economist.com/node/14116121

PUT THE “POMODORO TECHNIQUE” IN YOUR WORK AGREEMENTS
▸ The traditional Pomodoro ("chunk of work) is 30 minutes long: 25 minutes
of work plus a 5-minute break.
▸ A Pomodoro can’t be interrupted; it marks 25 minutes of pure work. A
Pomodoro can’t be split up; there is no such thing as half of a Pomodoro
or a quarter of a Pomodoro. The atomic unit of time is a Pomodoro. (Rule:
A Pomodoro Is Indivisible.)
▸ Every four Pomodoros, stop the activity you’re working on and take a
longer break, from 15 to 30 minutes.
▸ The length of a Pomodoro, 25 minutes, seems short enough to make it
possible to resist being distracted by various kinds of interruptions.
Interruptions can become a real problem. You need minimising
unhandled interruptions and progressively increasing the number of
Pomodoros that can be accomplished consistently without interruptions.
http://caps.ucsd.edu/Downloads/tx_forms/koch/pomodoro_handouts/ThePomodoroTechnique_v1-3.pdf
(Francesco Cirillo)

[HIGH PERFORMANCE TEAMS] ARE
CONSENSUS-DRIVEN, WITH FULL
DIVERGENCE AND THEN CONVERGENCE.
AND THEY LIVE IN A WORLD OF CONSTANT
CONSTRUCTIVE DISAGREEMENT.
Lyssa Adkins

SOME BRAINSTORMING TECHNIQUES
▸ Quiet writing (Brain writing)
▸ Round Robin
▸ Free-for-all
▸ Role-storming
▸ Stepladder technique
▸ Crawford's Slip Writing Method

…USING SOME
TECHNIQUE FOR BETTER
DECISIONS

BE AWARE OF…
▸ Group-thinking
▸ HiPPO (Highest Paid Person’s Opinion)
▸ Halo effect
▸ Band wagon effect

.. BUT TRY TO USE PARTICIPATORY DECISION MODELS
▸ Simple voting
▸ Thumbs up/down/sideways
▸ Fist-of-Five voting (one finger: I totally support this
decision; five fingers: stop!)
▸ Jim Highsmith's Decision Gradient

WHAT IS A SPIKE?
▸ It is a time-boxed experimental activity
▸ Two types of spikes:
▸ Technical spikes
▸ Functional spikes
▸ The purpose is to gain the knowledge necessary to reduce
the risk of a technical approach, better understand a
requirement, or increase the reliability of an estimate
▸ The output is demonstrable. This helps build collective
ownership and shared responsibility for the key decisions
that are being taken
http://www.scaledagileframework.com/spikes/

ADDING MANPOWER TO
A LATE SOFTWARE
PROJECT MAKES IT
LATER.
Fred Brooks - The Mythical
Man-Month

CHANGING TEAM’S MEMBERS IMPACTS SCOPE
Scope
Scope
Cost
Time Cost
Waterfall Agile
Time
Fixed
Variableplan driven
value & vision
driven

THE DREAM
▸ Co-location
▸ Face-to-face communications
▸ Caves and common
▸ Insulated space
▸ Osmotic communication
▸ Tacit knowledge
▸ Low-tech, high-touch information radiators

THE REALITY
▸ Teams are distributed
"More than 82% of the respondents had at least some distributed
teams practicing agile within their organisations, up from 35%
just three years earlier“ (VersionOne, 10 Annual State of Agile
Report)
▸ Large rooms accomodate multiple teams
▸ High-tech digital tools

A DEVELOPMENT PROJECT
DOESN’T OPERATE IN A
VACUUM; IT OPERATES
WITHIN A LARGER
ORGANISATIONAL
ENVIRONMENT. WHEN THE
WIDER ORGANISATION
WITHHOLDS RECOGNITION,
RESOURCES, OR SUPPORT,
DEVELOPMENT TEAM WILL
FEEL ISOLATED AND
ABANDONED - NOT AN
ATMOSPHERE THAT MAKES
FOR EFFECTIVE WORK.
Jim Highsmith - Agile Project
Management

ADJOURNING
▸ Many teams will reach this stage eventually. For example,
project teams exist for only a fixed period, and even permanent
teams may be disbanded through organisational restructuring.
▸ Team members who like routine, or who have developed close
working relationships with colleagues, may find this stage
difficult, particularly if their future now looks uncertain.

IT’S TIME FOR ADJOURNING.
THANKS FOR YOUR
ATTENTION!
Massimo Sarti
https://uk.linkedin.com/in/sartimassimo

Boost your team performance

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