Agile Manifesto Principle #11: the best architecture, requirements, and design emerge from Self Organizing Teams" OK, Let's Self Organize!
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self organisation based on the grounded theory on self organising agile teams and a single-confirmatory case study. For the complete grounded theory pls visit Dr. Rashina Hoda web page (http://rashina.com). This presentation contains findings based on the single case study as well.
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Agile Manifesto Principle #11: the best architecture, requirements, and design emerge from Self Organizing Teams" OK, Let's Self Organize!
- 1. AGILE MANIFESTO PRINCIPLE #11 THE BEST ARCHITECTURE REQUIREMENTS AND DESIGNS EMERGE FROM SELF ORGANIZING TEAMS OK LET’S SELF-ORGANIZE! NIKOS BATSIOS SCRUM MASTER @ INTRACOM-TELECOM S.A AGILE GREECE ATHENS MEET-UP 14.01.2014
- 2. INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION RESPONDING TO CHANGE OVER FOLLOWING A PLAN
- 3. #1 OUR HIGHEST PRIORITY IS TO SATISFY THE CUSTOMERTHROUGH EARLY AND CONTINUOUS DELIVERYOF 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 SELFORGANIZING TEAMS #12 AT REGULAR INTERVALS, THE TEAM REFLECTS ON HOW TO BECOME MORE EFFECTIVE, THEN TUNES AND ADJUSTS ITS BEHAVIOR ACCORDINGLY
- 4. SELFORGANIZATION CANNOT BE A BEST PRACTICE IT IS THE DEFAULT PRACTICE OF ANY SYSTEM, INCLUDING TEAMS BUT IS WHAT HAPPENS ALSO HAPPENING IN THE RIGHT DIRECTION? JURGEN APPELO MANAGEMENT 3.0 Self-organized formation in a fish shoal (a) Emergence of a vortex in a school of barracudas, consisting of individuals circling around an unoccupied core. (b) Some simple rules used by individuals to synchronize with their neighbourscan lead to emergent spatio-temporal patterns at large scale, http://cognition.ups-tlse.fr/dynactom/ dynactomprojetsEn.html
- 5. COMMAND AND CONTROL IS A SPECIAL CASE OUR ATTEMPT TO STEER SELFORGANIZING SYTEMS TOWARDS A DIRECTION THAT STAKEHOLDERS CONSIDERED TO BE VALUABLE JURGEN APPELO MANAGEMENT 3.0
- 6. LET’S SELF ORGANIZE John Malkovich in The Great Buck Howard (2009) Magnolia Pictures
- 7. GROUNDED THEORY ON SELF ORGANIZED AGILE TEAMS 58 PARTICIPANTS 23 SW ORGANIZATIONS 10 NEW ZEALAND 28 INDIA 4 NORTH AMERICA DR. RASHINA HODA, http://rashina.com/ A SINGLE-CONFIRMATORY CASE STUDY ON A NEW SCRUM TEAM PARTICIPANT OBSERVATION FOR ONE YEAR INTERVIEWS NIKOS BATSIOS
- 8. INFORMAL IMPLICIT TRANSIENT ROLES BALANCING ACTS ON A SET OF INTEGRATED PRACTICES ENVIRONMENTAL FACTORS
- 9. ROLES
- 10. MENTOR PROVIDE GUIDANCE AND SUPPORT REMOVE MISCONCEPTIONS GETTING TEAM CONFIDENT IN USE OF AGILE AGILE ADHERENCE ENCOURAGE SELF-ORGANIZED PRACTICES CHALLENGE TEAM TO CHANGE ROLES SUPPORT TEAM IN GROWING A MINDSET OF CONSTANT IMPROVEMENTS
- 11. COORDINATOR TEAM REPRESENTATIVE CO-ORDINATING CUSTOMER COLLABORATION CO-ORDINATING INTERFACES WITH OTHER TEAM’S STAKEHOLDERS
- 12. TRANSLATOR UNDERSTANDING BUSINESS LANGUAGE USED BY CUSTOMER UNDERSTANDING TECHNICAL LANGUAGE USED BY TEAM OVERCOMING MISCOMMUNICATION ISSUES
- 13. CHAMPION UNDERSTANDING BUSINESS DRIVERS SECURING MANAGEMENT SUPPORT CONVINCING MANAGEMENT FOR THE BENEFITS OF SELFORGANIZED AGILE TEAMS ESTABLISH PILOT TEAM PROPAGATE MORE TEAMS
- 14. PROMOTER UNDERSTANDING CUSTOMER CONCERNS CONVINCING CUSTOMERS HIGHLIGHT AGILE ADVANTAGE SECURING CUSTOMER INVOLVEMENT
- 15. CATALYST SUPPORT TO OVERCOME OBSERVED DYSFUNCTIONS SOFT HEART OF THE TEAM
- 16. NEW TEAM AGILE COACH IS LIKELY TO PLAY MOST OF THE ROLES SUCH AS MENTOR, CHAMPION, PROMOTER, CATALYST AND COORDINATOR GRADUALLY PASS THEM ON TO OTHER MEMBERS BUSINESS ANALYST/ EXPERIENCED DEVELOPER MAINLY UNDERTAKE TRANSLATOR OR COORDINATOR ROLE !
- 17. MATURE TEAM EVERY ROLE COULD BE PLAYED BY ANYONE IN THE TEAM AGILE COACH COULD COACH THE TEAM BASED ON IDENTIFIED NEEDS
- 18. PRACTICES
- 19. ! BALANCING FREEDOM AND RESPONSIBILITY COLLECTIVE ESTIMATION AND PLANNING COLLECTIVE DECIDING TEAM NORMS, PRINCIPLES COLLECTIVE RISK HANDLING SHARED PURPOSE WORK FLOW TRANSPARENCY INFORMATION RADIATORS DAILY STAND UP TO PLAN AND MONITOR ! ! ! ! ! ! ! SHARED RESPONSIBILITY MINDSET CLEAR ROLES RESPONSIBILITIES AND INDIVIDUAL EXPECTATIONS TAKING TASK AND IMPEDIMENTS OWNERSHIP FOCUS ON BUSINESS PRIORITIES ALIGNMENT WITH ORGANIZATION BOUNDARIES AWARENESS OF ORGANIZATION VISION AND PURPOSE INDIVIDUAL AND TEAM COMMITMENT ! !
- 20. BALANCING CROSS FUNCTIONALITY ! AND SPECIALIZATION ! ! ! PAIR WORK ROLE AND ACTIVITIES ROTATION MUTUAL SUPPORT AND INTEREST ! ! ! AWARENESS OF INDIVIDUAL STRENGTHS AND WEAKNESSES MULTIPLE PERSPECTIVES AS AN OPPORTUNITY TO SHARE AND LEARN ! !
- 21. BALANCING CONTINUOUS LEARNING AND ITERATION PRESSURE ! ! CONSTRUCTIVE FEEDBACK LEARN FROM FAILURES MINDSET OF CONTINUOUS IMPROVEMENTS E2E VIEW PAIR IN NEED ! ! ! ! ! REFLECT AND ADAPT THROUGH RETROSPECTIVES LEARNING SPIKE/ STORIES WITHIN THE ITERATION NEW TEAMS START WITH LOW COMPLEXITY PRODUCTS ! !
- 22. FACTORS
- 23. MANAGEMENT SUPORT CULTURE ORGANIZATIONAL THAT EMBRACE FEEDBACK TRANSPARENCY OPENNESS SHOWS TRUST CRUCIAL VALUES TO ACHIEVE AND SUSTAIN RESPONSIBLE AUTONOMY UNDERSTAND IMPLICATIONS OF THEIR RESOURCE MANAGEMENT TEAM STABILITY HIRING-REMOVING INDIVIDUALS BASED ON THEIR FIT INTO AN AGILE CULTURE UNDERSTAND THE BENEFITS OF BEING AGILE FOR BUSINESS DRIVERS AND TRIGGER REQUIRED CHANGES !
- 24. CUSTOMER INVOLVEMENT CUSTOMER REPRESENTATIVES TO FORMULATE CLEAR REQUIREMENTS AND CLARIFY MISCONCEPTIONS, PRIORITIZE THEM BASED ON BUSINESS VALUE PROVIDE FREQUENT FEEDBACK (DEMOS)ON PRODUCT INCREMENTS UP-FRONT RISK ASSESSMENT GROW AN AGILE MINDSET AND ALIGNED WITH THE AGILE FRAMEWORK E-COLLABORATION ! !
- 25. INFORMAL IMPLICIT TRANSIENT ROLES BALANCING ACTS ON A SET OF INTEGRATED PRACTICES ENVIRONMENTAL FACTORS
- 26. THANK YOU ?