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Agile Team Dynamics

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My presentation on Agile Team Dynamics given at Agile NCR 2010 conference at Gurgaon, India

My presentation on Agile Team Dynamics given at Agile NCR 2010 conference at Gurgaon, India

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  • Introduction:Sr Consultant at ThoughtWorks for 6+ yearsFounding member of ASCI, organized various Agile India conferencesWorked on more than 16 Agile ProjectsTenure from 2 weeks to 1 yearTeam sizes 3-60+India and abroadTalk to introduce the evolution of team dynamics in an agile team
  • Nothing can replace face to face collaborationDistances create hurdles for communication, collaboration, relationships, team work
  • Work gets done 24x7Collaboration gets hitCultural issues
  • Availability of the right tool for the job at the right timeTools introduced Top Down fail to address ground realitiesShared toolset does wonders to team productivity
  • Open work environment a mustArtificial barriers negate benefits of collocationFreedom of expression
  • Transcript

    • 1. Agile Team Dynamics
      BhavinJavia
      ThoughtWorks, B’lore
      bhavin@thoughtworks.com
      © ThoughtWorks 2010
      18th July 2010
    • 2. Agenda
      How teams become “Agile” ?
      Factors affecting Agile teams
      Evolution of Team Dynamics
      Q & A
      © ThoughtWorks 2010
      2
    • 3. How teams become “Agile” ?
      © ThoughtWorks 2010
      3
    • 4. Agility
      © ThoughtWorks 2010
      4
    • 5. Manifesto of Agile Software Development
      © ThoughtWorks 2010
      5
      Individuals and Interactions over Processes and Tools
      Working Software over Comprehensive Documentation
      Customer Collaboration over Contract Negotiation
      Responding to Change over Following a Plan
      “ while there is value in the items on the right, we value the items to the left more ”
    • 6. Factors affecting Agile teams
      © ThoughtWorks 2010
      6
      People
      Customers
      Environment
      Tools
      Distances
      Time zones
    • 7. People
      Most important factor
      Skills
      Collective responsibility
      Self organizing team
      Relationships
      Aspirations
      © ThoughtWorks 2010
      7
    • 8. Customers
      Partners
      Sponsors of innovation
      Sponsors of growth
      Relationship affects team morale
      Part of the team
      © ThoughtWorks 2010
      8
    • 9. Distances
      Create hurdles for
      Communication
      Collaboration
      Feedback
      Relationship
      Team work
      © ThoughtWorks 2010
      9
    • 10. Time zones
      24x7 work culture
      Affects collaboration
      Cultural issues
      © ThoughtWorks 2010
      10
    • 11. Tools
      Right tool for the job
      Tools forced top down
      fail on the ground
      Let the team choose
      Shared toolset
      © ThoughtWorks 2010
      11
    • 12. Environment
      Open work environment
      No artificial barriers
      Freedom of expression
      Encourage innovation
      Encourage “fail fast”
      Positive energy
      © ThoughtWorks 2010
      12
    • 13. Evolution of Team Dynamics
      © ThoughtWorks 2010
      13
    • 14. Agile Team Dynamics ?
      Challenges faced by the team
      Practices and Processes evolved to solve challenges
      Just “ the way an agile team works ”
      Forming
      Storming
      Norming
      Tuckman’s
      Group Development Model
      Performing
      Adjourning
      © ThoughtWorks 2010
      14
    • 15. Freelancer
      One man army
      Collaborates only with customer
      Independent decisions
      Single point of failure
      © ThoughtWorks 2010
      15
    • 16. Freelancer
      © ThoughtWorks 2010
      16
    • 17. A Dev Pair
      Must be multi talented and multi functional
      Team building starts
      Easy collaboration with Customer
      Introduction of Agile practices starts e.g. Pair Programming
      Decisions get discussed/challenged
      Sense of collective responsibility
      Scaling issues begin to surface
      © ThoughtWorks 2010
      17
    • 18. A Dev Pair
      © ThoughtWorks 2010
      18
    • 19. Small Collocated Team
      Team Structure
      2 Dev pairs
      1 BA
      1 QA
      © ThoughtWorks 2010
      19
    • 20. Small Collocated Team
      Collective ownership and responsibility
      Direct collaboration with customer
      Distribution of workload
      No communication overheads
      Immediate and direct feedback
      Overlap of roles
      © ThoughtWorks 2010
      20
    • 21. Small Collocated Team
      © ThoughtWorks 2010
      21
    • 22. Small Distributed Team
      Team Structure
      1 Dev pair (onsite)
      1 BA (onsite)
      1 Dev pair (offshore)
      1 QA (offshore)
      © ThoughtWorks 2010
      22
    • 23. Small Distributed Team
      Onsite team collaborates directly with Customer
      Offshore team collaborates indirectly with Customer
      Work gets done 24x7
      Collaboration challenges surface
      Division of responsibilities
      Lack of context begins to hurt
      Communication overheads due to distance/time differences
      Feedback cycles become larger
      Cultural issues surface
      © ThoughtWorks 2010
      23
    • 24. Small Distributed Team
      © ThoughtWorks 2010
      24
    • 25. Large Collocated Team
      Team Structure
      8 Dev pairs
      2 BAs
      2 QAs
      1 IM/PM
      © ThoughtWorks 2010
      25
    • 26. Large Collocated Team
      Higher capacity to deliver
      Collaboration with Customer gets indirect
      Collective ownership begins to hurt
      Difficult to roll out technical and process changes
      Need for Managers become apparent
      Need for Tracking tools felt
      © ThoughtWorks 2010
      26
    • 27. Large Collocated Team
      © ThoughtWorks 2010
      27
    • 28. Large Distributed Team
      Team Structure
      2 Dev pairs (onsite)
      1 BA (onsite)
      1 PM (onsite)
      6 Dev pairs (offshore)
      2 BAs (offshore)
      2 QAs (offshore)
      1 IM (offshore)
      © ThoughtWorks 2010
      28
    • 29. Large Distributed Team
      Collaboration becomes difficult
      Customer availability and feedback becomes scarce
      Collective ownership hurts more
      Scaling challenges peak
      High expectations from offshore team
      Customers may not realize all the challenges
      Localized groups of expertise begin to form
      Difficult situations turn into ugly Blame Games
      People become “email addresses” or “voices over phone”
      © ThoughtWorks 2010
      29
    • 30. Challenges and Solutions
      © ThoughtWorks 2010
      30
    • 31. Q & A
      © ThoughtWorks 2010
      31
    • 32. © ThoughtWorks 2010
      32
      bhavin@thoughtworks.com