Contenu connexe Similaire à Giving Teams the Roots to Grow and Wings to Fly Similaire à Giving Teams the Roots to Grow and Wings to Fly (20) Plus de Dave Sharrock (15) Giving Teams the Roots to Grow and Wings to Fly1. Giving Teams the Roots to Grow and Wings to Fly
Guiding new agile teams to become great agile teams
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3. Tuckman (1965)
performing
Focus on task
(productivity)
norming
forming
storming
Relationship
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4. of course, all
our teams
learn like this
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5. well... not quite
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6. Tuckman (1965)
performing
Focus on task
(productivity)
norming
sustaining
forming
storming
Relationship
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
7. Tuckman (1965)
performing
Focus on task
(productivity)
norming
sustaining
forming
storming regressing
Relationship
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
8. Leadership Challenge
“However most of the high-
performance teams were not
manager-led teams.
They were teams where the
management had deliberately
stepped back, or was
inattentive or for one reason or
another was totally absent, thus
enabling the team to self-
organize.”
Steve Denning
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
9. Balance Directive and
Supportive Actions
• There are priorities to learning
so focus on what to learn
• Let the team experience the
need, not just talk about it
• Plan situations, don’t wait for
a need to emerge
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
10. +15TEAM Assessment starting the conversation
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11. Where Do You Stand?
I ticked less
than 5 boxes
I ticked 11 or
I ticked 5-10 more boxes
boxes
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12. Form a Team
•Form groups of 5-6
with similar scores
•Discuss your +15TEAM
with rest of your group
•What similarities do
you see?
•How are your teams
different?
•Describe how your
team works
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13. Dimensioning Change
•Rank each dimension
1-5 for your team
•Plot your results on
your team’s chart
•Aggregate the results
and plot spider chart
•Prioritize where your
‘team’ takes action
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14. Laying Foundations
•Identify and group
practices that your
‘team’ already has
•Group remaining
practices into required
and nice-to-have
•Add any additional
‘practices’ your team
might need
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
15. Planning Action
•Label required
practices against
dimensions of change
•Each practice may
impact multiple
dimensions
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16. Visualize the Plan
•Prioritize practices in
order of importance to
the team
•Split practices into
groups of 3-5
•Create phases of team
development
•With 3-5 practices in
each phase
•Limit to 2-3 phases
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
17. New Agile Teams
• 1-3 sprints
• Shared team commitment
• Emerging XP practices
• Transparent impediments
• Balance between feature
development & technical debt
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
18. The Team Crashes?
• Change is painful, requiring
sacrifice before the reward
• Pain avoidance, often a result
of no strong direction
• Inside the team:
• New incremental changes
that violate core principles
• Outside the team:
• Management intervention
or misdirection
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
19. signs of regression
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20. Core Concepts Underpinning Self-organization
shippable
product
team
commitment
feedback
cycles
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
21. Core Concepts Underpinning Self-organization
personal backlog items,
parallel and individual work, us shippable
& them vocabulary
product
partial or locally-optimized
team delivery avoiding
commitment organizational pain-points
feedback
cycles anything that lengthens
feedback loops, or eliminates
them altogether
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22. e.g. No Daily Standup
...because
• I need time to develop
• we already know what everyone
is doing
• its just a status reporting meeting
• tasks take too long - nothing
changes within only one day
Potential indicators of
something more fundamental:
• Lack of information
• Misunderstanding
• Pain avoidance
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
23. Sustaining Progress
• Stable progress dependent on
learning new skills - focus on
process/practices, not principles
• Become very good at what they
do, but miss the continual
practice of change
• Still inertia to change - tend to be
dogmatic about rules, not agile
• Typically teams replace one
institutional process with another
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
24. Sustaining Teams Quickly Regress to the Mean
replace one defined process with another
dogmatic and selective application of new rules
change practices for comfort rather than results
learn little in way of new skills
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
25. Sustaining Teams Quickly Regress to the Mean
replace one defined process with another
dogmatic and selective application of new rules
change practices for comfort rather than results
learn little in way of new skills
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
26. Sustaining Teams Quickly Regress to the Mean
replace one defined process with another
dogmatic and selective application of new rules
change practices for comfort rather than results
learn little in way of new skills
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
27. Sustaining Teams Quickly Regress to the Mean
replace one defined process with another
dogmatic and selective application of new rules
change practices for comfort rather than results
learn little in way of new skills
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
28. Growing Learning
Teams
• Strong product and quality
ownership
• Builds mental muscle for
adapting to change
• Continually practices small
change, challenging status
quo
• Focus on accelerated learning
practices
• Hungry for responsibility
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
29. Great Agile Teams are Continually Changing
build out good practices without compromise
incorporates holistic view / guidance
leadership creates environment for success
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
30. Great Agile Teams are Continually Changing
build out good practices without compromise
incorporates holistic view / guidance
leadership creates environment for success
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
31. Great Agile Teams are Continually Changing
build out good practices without compromise
incorporates holistic view / guidance
leadership creates environment for success
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
32. ct
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
33. t
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• The +15FLIGHTPLAN guides 0S
t ori
6-1 r 90 ne
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% smo
enh
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team development a k ty
m t bili
Tea dicta eview
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Sto
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34. Further Reading
• Slideshare: http://www.slideshare.net/davesharrock
• Materials for Giving Teams Roots to Grow...
http://www.slideshare.net/davesharrock/growing-agile-teams-poster
http://www.slideshare.net/davesharrock/growing-agile-team-behaviors
• How to Form Agile Teams:
http://www.slideshare.net/davesharrock/how-to-form-agile-teams
• Lasting Agile Change:
http://www.slideshare.net/davesharrock/creating-lasting-agile-change
• Leading at a Higher Level: Blanchard on Leadership and Creating High
Performing Organizations by Ken Blanchard
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
35. compliance international B2B MBA English IPO
agile husband start-up technology
newly-minted Canadian
executive leanstartup outsourcing father
enterprise transitions
B2C data analysis kanban seismology PhD
scrum
organizational excellence
Dave Sharrock
dave.sharrock@agile42.com
twitter: @davesharrock
skype: dave.sharrock
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
36. thank you
dave.sharrock@agile42.com
skype: dave.sharrock
follow us on: @agile42
follow me on: @davesharrock
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.