Agile teams.collaboration.charter

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The document discusses key aspects of agile teams and collaboration. It describes that agile teams should contain all required roles and work best with 5-7 people. Teams establish working agreements that define how they work together and what "done" means. Teams also create a project vision and release criteria. Over time, teams evolve from being manager-led to becoming more self-organizing. The document emphasizes collaboration through practices like swarming and providing feedback to one another.

Business Technologie

Agile Teams and Collaboration:
What’s New About Agile?
Johanna Rothman
New: Hiring Geeks That Fit
@johannarothman
www.jrothman.com
jr@jrothman.com
781-641-4046

Johanna’s General Agile Picture

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© 2013 Johanna Rothman

Agile Teams
Contain all the roles
required
5-7 people is the sweet
spot
Delivers value every
iteration

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© 2013 Johanna Rothman

Who Are These Teams?

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© 2013 Johanna Rothman

How Teams Work
Working agreements
“How we do things here”
What “done” means to us
What our values are
Social contract among
members of the team
Behaviors, not practices
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© 2013 Johanna Rothman

Areas for Discussion for Team
Working Agreements
Values:
Sustainable pace
We have core hours and we respect them
Working agreements
What done means
Timebox everything
Respect the timebox
Ground rules:
One person talking
Group norms:
How we treat meeting times
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© 2013 Johanna Rothman

Team Chartering
Project charters for the
project
Vision: brief and
compelling: Where are we
headed?
Release criteria:
What does done mean
for the project?
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© 2013 Johanna Rothman

How Many Of You Have a Project
Vision?
Vision:
Who is the project for?
What is the result of the
project work?
2-4 sentences
We’ll work together and
debrief
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© 2013 Johanna Rothman

Who Here Has Release Criteria?
The vital few criteria by
which we will judge the
done-ness of the project
Balance scorecard
We’ll work together and
debrief

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© 2013 Johanna Rothman

Teams Mature over Time
Two signiﬁcant models of
teams to know about:
Tuckman
Hackman

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© 2013 Johanna Rothman

Tuckman’s Model
Forming
Storming
Norming
Performing

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© 2013 Johanna Rothman

Keep Teams Together Once the
Project is Complete
Agile team members learn
how to collaborate with
each other. That learning is
expensive. Don’t waste the
investment.
Flow work through the
teams
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© 2013 Johanna Rothman

The Journey to Self-Organizing
Who is Responsible for

Manager led
teams

Self-directed Self-managing
teams
teams

Self-governing
teams

Set overall direction

Manager

Manager

Manager

Team

Design the team and its
organizational context

Manager

Manager

Team

Team

Monitor and manage
work process & progress

Manager

Team, with
the
exception of
hiring/firing

Team

Team

Execute team task

Team

Team

Team

Team

Adapted from Hackman’s Leading Teams: Setting the Stage for Great Performances, Harvard Business Press
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© 2013 Johanna Rothman

Hackman
Teams evolve from
manager-led to selforganizing teams
Very few teams start as selfmanaging teams

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© 2013 Johanna Rothman

No Multitasking in Agile
People work on one
project at a time
People work on one feature
at at time
People work on one task at
a time

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© 2013 Johanna Rothman

Approaches to Manage Interruptions
or High Priority Requests
Leave room in the
iteration; don’t ﬁll up on
features
Urgent queue

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© 2013 Johanna Rothman

High Emphasis on Collaboration
Team works together
Swarming: everyone works
together to move one
feature forward to done

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© 2013 Johanna Rothman

High Emphasis on Facilitation
We facilitate each other’s
work with feedback and
coaching, meta-feedback
and meta-coaching
Not a manager’s job

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© 2013 Johanna Rothman

Feedback and Meta-Feedback
Not evaluation or praise; feedback
When you use a peer-to-peer feedback approach:
Create an opening
Describe behavior or results
State the impact
Make a request

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© 2013 Johanna Rothman

Coaching and Meta-Coaching
Coaching is much more
than teaching
Offering options with
support
Example: Rule of Three

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© 2013 Johanna Rothman

Many Ideas About How to Scale
Agile
Scrum-of-Scrums
SAFe
My ideas: Small world
networks
Choose what ﬁts your
context

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© 2013 Johanna Rothman

Inspect & Adapt with Retrospectives
Periodically review the
team’s process
At the end of an iteration
At the end of a signiﬁcant
deliverable
Often!

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© 2013 Johanna Rothman

Re-evaluate the Projects Periodically

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© 2013 Johanna Rothman

Distributed vs Co-located
Want co-located crossfunctional teams
Can manage with
distributed crossfunctional teams
Be wary of trying to do
agile with anything else
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© 2013 Johanna Rothman

Johanna’s General Agile Picture

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© 2013 Johanna Rothman

What questions do you have?
or,
What challenges do you see where
you work?

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© 2013 Johanna Rothman

Let’s Stay in Touch...
Pragmatic Manager:
www.jrothman.com/pragmaticmanager
Please link with me on LinkedIn

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© 2013 Johanna Rothman

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You know that looking for a job is a mostly a matter of who you know. You know you need to network, to find those loose connections. Sometimes, networking feels as if you are a “social” butterfly, never making real connections. You fall into networking traps, instead of networking with authenticity. We’ll address eight common networking traps and discuss what to do instead so that your networking is successful and helps your job search. What you will learn: 1. Why Spray-and-Pray is hurtful to you, and what to do instead. 2. Why you can’t network from your chair. 3. How to “work a room.” (You don’t have to work the entire room.) 4. Why you can’t network in the same places all the time. 5. How to organize your networking so you’re not just networking all the time. 6. How to be aware of when your not-job-searching is taking precedence over your job search 7. What Impostor Syndrome is, and how to avoid it. 8. Why a zombie profile on LinkedIn can hurt you.

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Do you find it difficult to hire great people? Maybe you know something is wrong, but you don't know what. Maybe you don't feel "chemistry" with the candidate. You can hire for cultural fit, and eliminate that icky feeling or the lack of chemistry. You need to understand your corporate culture, and your culture as a hiring manager. You can then develop great interview questions and auditions to reflect your culture to see if a candidate will fit. Learn how to think about interview questions to use cultural fit to your advantage, instead of discarding candidates for that uneasy feeling.

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Change happens to us all the time. Normally, it happens so slowly that we don't particularly notice. Sometimes the change happens so quickly that we do notice. My life changed in September 2009. With sudden hearing loss and constant vertigo, my life took a sudden turn. I learned to ask for help; to accept that I can’t control everything; to see the current state so and to envision where I want to go. I'm adapting how I work, live, and travel so that I can be successful. Things have changed; adapting has allowed me to continue to live, work and enjoy my life. Does this sound like an agile approach to life to you? Irrespective of your changes, you must adapt to the new challenges. It may be a move to agile or working with partners and other teams who are adopting new ways of working. For some of you, change might feel subtle. For some of you, change can feel like a 2x4. How do you adapt to ensure you are still successful and enjoy your life?

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Agile teams.collaboration.charter

1. Agile Teams and Collaboration: What’s New About Agile? Johanna Rothman New: Hiring Geeks That Fit @johannarothman www.jrothman.com jr@jrothman.com 781-641-4046

6. Areas for Discussion for Team Working Agreements Values: Sustainable pace We have core hours and we respect them Working agreements What done means Timebox everything Respect the timebox Ground rules: One person talking Group norms: How we treat meeting times 6 © 2013 Johanna Rothman

12. Keep Teams Together Once the Project is Complete Agile team members learn how to collaborate with each other. That learning is expensive. Don’t waste the investment. Flow work through the teams 12 © 2013 Johanna Rothman

13. The Journey to Self-Organizing Who is Responsible for Manager led teams Self-directed Self-managing teams teams Self-governing teams Set overall direction Manager Manager Manager Team Design the team and its organizational context Manager Manager Team Team Monitor and manage work process & progress Manager Team, with the exception of hiring/firing Team Team Execute team task Team Team Team Team Adapted from Hackman’s Leading Teams: Setting the Stage for Great Performances, Harvard Business Press 13 © 2013 Johanna Rothman

19. Feedback and Meta-Feedback Not evaluation or praise; feedback When you use a peer-to-peer feedback approach: Create an opening Describe behavior or results State the impact Make a request 19 © 2013 Johanna Rothman

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