6. 6
What are the goals?
No swoop and poop!
Barriers of protection!
Defined roles and responsibilities!
Well oiled machine… or just well oiled up!
Accountability and Respect!
Removing the 5 dysfunctions from “our” team!
More exclamation marks!!!11!
8. 8
1. Absence of Trust
An unwillingness to be vulnerable.
Team members who are not genuinely
open with one another about their
mistakes and weaknesses make it
impossible to build a foundation of
trust.
9. 9
2. Fear of Conflict
Teams that lack trust are incapable of
engaging in unfiltered and passionate
debate of ideas.
10. 10
3. Lack of Commitment
Without having their opinions aired in
the course of passionate and open
debate, team members rarely buy in
and commit to decisions, though they
feign agreement during meetings.
11. 11
4. Avoidance of Accountability
Without committing to a clear plan of
action, even the most focused and
driven people often hesitate to call
their peers on actions and behaviors
that seem counterproductive to the
good of the team.
12. 12
5. Inattention to Results
When team members put their
individual needs (ego, career,
recognition) or even the needs of their
divisions above the collective goals of
the team.
13. 13
Ultimately, Be Happy!
If you are not happy with what you
do at work, you should leave
If you do not respect your coworkers,
you should leave
14. 14
Team Roles
Project
Project
Team
Team
Project
Project Architect
Architect Lead
Lead Developer
Developer
Manager
Manager
16. 16
Stakeholder Involvement,
Hurray Requirements!
Must attend weekly project meeting
• “Stakeholder Meeting”
IF you attend daily standups
• Must be a chicken (no voice)
• Must not be a pig
• Must shower (pigs are stinky)
17. 17
Information Superhighway,
No Skipping Ahead!
Stakeholder(s)
Stakeholder(s) PM
PM Architect(s)
Architect(s) Lead
Lead Developer(s)
Developer(s)
Needs
Needs Business
Business Designs
Designs Technical
Technical Execution
Execution
Requirements
Requirements Requirements
Requirements
18. 18
Not to be confused with a
Software Development Process
19. 19
What is required?
Stakeholder(s)
Stakeholder
Stakeholder(s)
Stakeholder Project Manager
Project Manager Architect(s)
Architect(s) Lead
Lead Developer(s)
Developers
Developer(s)
Developers
5 – 10%
5 – 10% 10 – 20%
10 – 20% “Quality Time”
“Quality Time” 100%
100% 10 – 100%
10 – 100%
••Provide business
Provide business ••Facilitate daily
Facilitate daily ••100% upfront
100% upfront ••100% involved
100% involved ••Develop
Develop
goals
goals standups
standups ••Design must be
Design must be ••Facilitate
Facilitate
••Provide
Provide ••Manage outside
Manage outside accepted by
accepted by implementation
implementation
acceptance tests
acceptance tests project
project Lead
Lead ••Develop
Develop
communication
communication ••On call
On call
21. 21
Who can be what?
You can only play one roll at a time,
wear one hat.
Stakeholder
Stakeholder PM
PM Architect
Architect
Lead
Lead Developer
Developer
22. 22
How should you do your job?
Whatever works for you, as long as you meet
the role requirements.
Mob programming
Pair programming
Ludacris speed programming (fake option)
TDD
DDT
Wireframes, sketches, etc.
23. 23
Stipulations?
There are always stipulations!
Teams can be as little as one person!
• Small ticket
• Small task
• One story point
There has always been an optional “I” in
“Team”
26. 26
Responsibilities of a Lead
Lead + PM + Architect
Smaller
Team
Lead + Architect
Lead + PM Always 100% Involved
Larger
Always a Developer
Lead
Team NEVER a Stakeholder!
27. 27
Isn’t a one man team dangerous?
Hell YA it is!
Review
Review Review
Review Review
Review Review
Review
Design
Design Code
Code Iterative
Iterative System
System
Versions
Versions before
before
pushed
pushed
28. 28
Stakeholder Communication
Needs Technical Needs
PM
PM Stakeholder
Stakeholder Architect
Architect
Has PM Screw
permission false
off
true
Lead
Lead Developer
Developer
32. 32
Defined roles and responsibilities!
“Productive knowledge work is all about how we use each
other’s time and attention as we try to get stuff done. Your worst
competitor is day-to-day confusion—the time it takes everyone
to figure out what to do and what not to do.”
Bill Jensen
Author of “Simplicity: the
New Competitive
Advantage in a World of
More, Better, Faster”
33. 33
Accountability!
“As politically incorrect as it sounds, the most
effective and efficient means of maintaining high
standards of performance on a team is peer
pressure. One of the benefits is the reduction of the
need for excessive bureaucracy around
performance management and corrective action.
More than any policy or system, there is nothing like
the fear of letting down respected teammates that
motivates people to improve their performance.”
35. 35
Well oiled machine…
or just well oiled up!
1. Ability to do the work you want to do
2. Ability to play the role you want to play
3. Ability to be creative
4. Ability to not be micromanaged
5. I can bring in oil
36. 36
Removing the 5 dysfunctions
from “our” team!
Read the book
http://www.amazon.com/The
-Five-Dysfunctions-Team-
ebook/dp/B006960LQW/ref=d
p_kinw_strp_1
