Giving Teams the Roots to Grow and Wings to FlyGuiding new agile teams to become great agile teamsagile42 | We advise, tra...
Building Blocks ofSuccessagile42 | We advise, train and coach companies building software   www.agile42.com |   All rights...
Tuckman (1965)                                                                                                           p...
of course, all                                                                   our teams                                ...
well... not quiteagile42 | We advise, train and coach companies building software                   www.agile42.com |   Al...
Tuckman (1965)                                                                                                           p...
Tuckman (1965)                                                                                                           p...
Leadership Challenge    “However most of the high-    performance teams were not    manager-led teams.    They were teams ...
Balance Directive andSupportive Actions• There are priorities to learning  so focus on what to learn• Let the team experie...
+15TEAM Assessment                              starting the conversationagile42 | We advise, train and coach companies bu...
Where Do You Stand?                                                                   I ticked less                       ...
Form a Team•Form groups of 5-6 with similar scores•Discuss your +15TEAM with rest of your group  •What similarities do   y...
Dimensioning Change•Rank each dimension 1-5 for your team•Plot your results on your team’s chart•Aggregate the results and...
Laying Foundations•Identify and group practices that your ‘team’ already has•Group remaining practices into required and n...
Planning Action•Label required practices against dimensions of change•Each practice may impact multiple dimensionsagile42 ...
Visualize the Plan•Prioritize practices in order of importance to the team•Split practices into groups of 3-5•Create phase...
New Agile Teams• 1-3 sprints• Shared team commitment• Emerging XP practices• Transparent impediments• Balance between feat...
The Team Crashes?• Change is painful, requiring  sacrifice before the reward• Pain avoidance, often a result  of no strong ...
signs of regressionagile42 | We advise, train and coach companies building software       www.agile42.com |   All rights r...
Core Concepts Underpinning Self-organization                                                                    shippable ...
Core Concepts Underpinning Self-organizationpersonal backlog items,parallel and individual work, us                       ...
e.g. No Daily Standup...because• I need time to develop• we already know what everyone  is doing• its just a status report...
Sustaining Progress• Stable progress dependent on  learning new skills - focus on  process/practices, not principles• Beco...
Sustaining Teams Quickly Regress to the Mean                    replace one defined process with another                   ...
Sustaining Teams Quickly Regress to the Mean                           replace one defined process with another           d...
Sustaining Teams Quickly Regress to the Mean                           replace one defined process with another            ...
Sustaining Teams Quickly Regress to the Mean                           replace one defined process with another            ...
Growing LearningTeams• Strong product and quality  ownership• Builds mental muscle for  adapting to change• Continually pr...
Great Agile Teams are Continually Changing              build out good practices without compromise                       ...
Great Agile Teams are Continually Changing                     build out good practices without compromise                ...
Great Agile Teams are Continually Changing                     build out good practices without compromise                ...
ct                                                                                                                        ...
t                                                                                                                         ...
Further Reading• Slideshare: http://www.slideshare.net/davesharrock       • Materials for Giving Teams Roots to Grow...   ...
compliance                  international              B2B     MBA English IPO                               agile husband...
thank you                                                                    dave.sharrock@agile42.com                    ...
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Giving Teams the Roots to Grow and Wings to Fly

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We introduce useful and proven practices that increase the sticking power of new agile teams, allowing them to stay agile long into the future. To create sustainable change, agile teams have to overcome organizational gravity that pulls them back into the old, comfortable ways of working. New agile teams are especially at risk of falling back after the coaches leave or the agile transition is declared ‘over’. By helping the team set expectations early, the +15 practices provide support just when the team is most vulnerable, and increases the chance of creating lasting change.

We introduce two concepts, the +15 Team and the +15 Flightplan, that support teams not just at the beginning of a transformation, when management attention and resources are focused on the effort, but much later on as the teams begin unlocking some of the more challenging engineering practices, such as continuous integration or continual refactoring which take time and repeated practice to achieve. You will learn how to work with a new team to apply these concepts, and how the team can use these to guide growth over time.

Successful Agile transformations are built on successful Agile teams; achieving sustainable success depends on helping those teams grow and evolve over time. But in order to be self-organized and self-directed, newly formed agile teams need an example to follow; they need to have a glimpse of where a team can get to after 3, 6 or 12 months of continual retrospection, learning and improvement. Unfortunately, in many cases, there are few examples of such success around them. In a large organization, the inertia of existing cultural norms is likely to weigh down on any visions of excellent execution, diluting the vision and ultimately limiting the success of the teams and the transition.

The +15 Team is a simple exercise to focus the team on developing good agile behaviors that provide the roots from which a team can grow. The +15 Flightplan is a workshop or game that delivers a long-term plan for agile maturity created by the team that allows the team to soar over time. Participants will be introduced to this technique as a way to better guide the team’s development over time as well as learn how and when to respond. Spending just minutes at every retrospective using these artifacts can make the difference between a team returning to old habits and performance levels or striding forward to become self-directed, high-performing agile teams.

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Giving Teams the Roots to Grow and Wings to Fly

  1. 1. Giving Teams the Roots to Grow and Wings to FlyGuiding new agile teams to become great agile teamsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  2. 2. Building Blocks ofSuccessagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  3. 3. Tuckman (1965) performingFocus on task (productivity) norming forming storming Relationshipagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  4. 4. of course, all our teams learn like thisagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  5. 5. well... not quiteagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  6. 6. Tuckman (1965) performingFocus on task (productivity) norming sustaining forming storming Relationshipagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  7. 7. Tuckman (1965) performingFocus on task (productivity) norming sustaining forming storming regressing Relationshipagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  8. 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 Denningagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  9. 9. Balance Directive andSupportive 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 emergeagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  10. 10. +15TEAM Assessment starting the conversationagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  11. 11. Where Do You Stand? I ticked less than 5 boxes I ticked 11 or I ticked 5-10 more boxes boxesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  12. 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 worksagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  13. 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 actionagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  14. 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 needagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  15. 15. Planning Action•Label required practices against dimensions of change•Each practice may impact multiple dimensionsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  16. 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 phasesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  17. 17. New Agile Teams• 1-3 sprints• Shared team commitment• Emerging XP practices• Transparent impediments• Balance between feature development & technical debtagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  18. 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 misdirectionagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  19. 19. signs of regressionagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  20. 20. Core Concepts Underpinning Self-organization shippable product team commitment feedback cyclesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  21. 21. Core Concepts Underpinning Self-organizationpersonal 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 altogetheragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  22. 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 avoidanceagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  23. 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 anotheragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  24. 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 skillsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  25. 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 skillsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  26. 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 skillsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  27. 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 skillsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  28. 28. Growing LearningTeams• 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 responsibilityagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  29. 29. Great Agile Teams are Continually Changing build out good practices without compromise incorporates holistic view / guidance leadership creates environment for successagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  30. 30. Great Agile Teams are Continually Changing build out good practices without compromise incorporates holistic view / guidance leadership creates environment for successagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  31. 31. Great Agile Teams are Continually Changing build out good practices without compromise incorporates holistic view / guidance leadership creates environment for successagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  32. 32. ct du Pro ble pa S hip n w ga do and rin urn ts t b poin ly elive rin sp ation ts o done n D is a estim . Poin are ere ly Is Th t uses d dai n PB tha date whe p n ly is u n dow us rs bu r uo e io tin nd th arni av of on s c ality a ive L ctiv e B eh p i rint h e to BIs eam g qu e Ac ospe t Sp mt P et fro 6-10 Th rovin ith th e retr a kes east e into imp ess w ing th m t at l e siz c pro le du r tea g n it s he acklo e sam sprint T b Cy c rs o a s e out th eek ive at le th b w del th f of a ry 1-2 m tea Is a t am t wi tio o+15TEAM framework kl og ve the 3 PB s e te itmen ty (ra at ac e Th m i sti m int, - Ii bil aB ±2 spr st 2 PB com dicta tted e ri ng s 7 al, ha n the at mo il the re mmi p o pa eam ctio ring n nt Pre D u r k s o i me u to c ve nt t s-fun ry to t of e me os a ss int wo one nd rs a op cr to o l eve d is s nec spr e any e ni n t the e i ve ed n ll a don ow ugh At m del e pro Th ple a e ski side n d ll eno , l o ll th pe a Ii n ro ke a m ay s oard tea ppab or u h r a PB , e b are s 1-2 d taskb hi sed• The +15TEAM questionnaire wit ve n h, r s isio r pitc Is a t in s rele a del i tv uc evato PB ks tha eted team l rod el ents e tas comp n the a p an ay dc starts a discussion on agility be ked o m lu e is ed as quire ss va yd are er s Th res re sine tr ac ver , for a to Sh vely t of se d p i exp a lis by b u eet boar ndu act exa m m task n) sta • What does the core Scrum d og for d and ritize ack l e te a e mi ies n p rio uc t b ll 1-2 Th und th x 15 ctivit tre od s to fi e pr BI ro t (ma ys a a r framework look like th da is a P eet sho the t e n M. ere nough all m y lan im Th e t d p ed the S h ha ea p wit ints, t of R n im by kly SM• Allows change in team s pr ition De fi n m t ee . PO PBI tima m s tes Th kl c is a wned e quic or the ere og o s ar am ent e te and oom m es o the ba edim by th behaviors to be tracked e te m gr a o t Th ularly in th mmit a e te ting t p ed Im olv res e o• Brings clarity to what is reg ryon ore c e Ev s b e f has O ne P BI f Do the P of a n o en sists expected of team eD e itio twe fin d be d con ints ee Th n agr am, to 10 an po e be the of te up and cklist cheagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
  33. 33. t e dg wle v k no t-dri a list e tes test eci nc al Sp epta anu ting cc ed m tes P A it ed of Lim omat ities io t n t Au mu efini i om ed D ver C r a nd Sh ble a tting e Sta ss-cu m w cal learning ms , a .S Cro ire te P 4 e, shareities Tea t E En STowledg capabil nes s usi le m gile n and w k exp B b i gro Vis arm w s A SM S n es Ow ing enc ment ri n xpe o e e e nvir eas ow yon ns e s rel er ow ide Gr Ev m gu Tea city t elo deb ices V cal ract hni p ng tec ing ti c es ineer ry tes+15FLIGHTPLAN edu eng Sto ue R w ed od Val lue Gro omat sto der y mi ze m va A ut n e u riorit axir maximu alu s v e in p 3. M elive sin es on EP ize to d Bu ries d ST rgan t gile o o Sto er ord a• The +15FLIGHTPLAN guides 0S t ori 6-1 r 90 ne es % smo enh es ove s do team development a k ty m t bili Tea dicta eview ed a shi p• Framework is created and Pre ries r Sto w e o iden ner tified m od t e d c l deb xed tions e har nica ely fi t ac Don owned by the team in S h tiv Tec s ac vem tion o g pro fini en f a Bu im .G• Captures aspirational goals of S pT e P 2 ence all settli E ri o rk ng 1-3 ease R el De n ack t b g Cyc log e l x s and w arning ime rnin ne newly formed agile teams E es n le c pro ocus o ped ea Im ive L of D eady e t n o l p le, , f Ac nitio of R ppab ents• Allows progress to be tracked peo in efi ition shi rem D ui fin lly and ms De entia d req Tea ten t n nal of • e.g. every release cycle tio d unc oome to ta le sks Po on a Vis i an ce r s s-f gr Cro klog roken is vi i n sib guid le jou• Reassess current state of team ac es b city B ri pa s fe ring ’s agi , of team Sto m ca nd-up n ea sta ndow torie s hee (spider chart) before reviewing T ly r S nt old rks wo caff es of a i Da int bu open me ts r Sp y 2-3 Agre sprin e s ms Tea as a phas ize nd l On rking r 1-2 ganwork a fo gile r . O res, o W ries ts t i ng A e ac ferenagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012. Sto P 1 structule ow E ST he p g Gr
  34. 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 Blanchardagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  35. 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.sharrockagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  36. 36. thank you dave.sharrock@agile42.com skype: dave.sharrock follow us on: @agile42 follow me on: @davesharrockagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
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