How to form agile teams
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How to form agile teams

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How to form agile teams talks about the fundamental characteristics of high performing teams, and how to influence the team environment and selection in order to initiate a team for success.

How to form agile teams talks about the fundamental characteristics of high performing teams, and how to influence the team environment and selection in order to initiate a team for success.

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How to form agile teams How to form agile teams Presentation Transcript

  • Forming agile teamsWhere do fantastic agile teams come from?agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • Dave Sharrock 15+ yrs experience` regulatory international B2B matchmaking MBA IPO agile husband start-up sometime Canadian father executive outsourcing B2C data analysis seismology scrum English go canucks goemail: dave.sharrock@agile42.comtwitter: @davesharrockskype: dave.sharrockagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • what do you look for in a team forming agile teams as a manager, as an agile team member and as a customeragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011. View slide
  • forming agile team has different, often conflicting objectives, depending on your point of viewagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011. View slide
  • “A team effort is a lot of people doing what I say.”Michael WinnerBritish Writer and Film Directoragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • "What we need to do islearn to work in thesystem, by which I meanthat everybody is therenot for individualcompetitive profit orrecognition, but forcontribution to thesystem as a whole on awin-win basis."W. Edward Demingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • steps to forming afantastic teamcharacteristics of an agile teamagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • characteristics of ascrum team• cross-functional• 7±2 people• co-locatedagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • how many agile teams meet the poll scrum characteristics?agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • the team includes all the skills cross-functional teams necessary to deliver the end product (from concept to cash)agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • every team will have its specialists working together to deliver an end productagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • sometimes you can’t because of:scaling - too many peopleor too big a product Scrum of Tea Tea Tea Scrum of Scrum of Tea Tea Tea Tea Tea Tea Scrum of Scrum of Tea Tea Tea Tea Tea Tea Scrum of Scrum of Scrum of Scrum of Tea Tea Tea Tea Tea Tea Tea Tea Tea Tea Tea Teaagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • sometimes you can’t because of:scaling - too many peopleor too big a productdifferent technologies,products, backlogs agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • sometimes you can’t because of:scaling - too many peopleor too big a productdifferent technologies,products, backlogslimited availability ofspecialists, e.g. architect agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • sometimes you can’t because of:scaling - too many peopleor too big a productdifferent technologies,products, backlogs then you need to 1. managelimited availability of dependenciesspecialists, e.g. architect 2. create knowledge agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • specialists exist on the team, but every team member pitches in to help when necessaryagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • a result of self-organization, not cross-functionalityagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • The Ringelmann effect refers to optimum (agile) team a combination of social loafing size is 7±2 people and coordination lossesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • the RingelmanneffectThe more people Ringelmannadded to a group, the greater thedecline in personal effort.Three people pulled at only 2.5xthe average individual effort, andeight people pulled at a forceequal to the combined individualeffort of only four people.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • social loafing (and coordination losses) increase with team sizeagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • the perfect size is...agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • many aspects of distributed co-located vs. virtual teams are still unclearagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • global market in labour means distributed or virtual teams are here to stay in many businesses todayagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • many agile practices work just great with distributed teamsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • agile practicessupport distributedteams“Teams in which leadersperiodically gathered informationabout others and revealedinformation about themselvesperformed better than teams inwhich members did not do this.” Suzanne Weisband Associate Professoragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • significant risk factors for virtual teams • Insufficient knowledge transfer • Lack of project team cohesion • Cultural or language differences • Inadequate technical resources, i.e. hardware, processing availability • Resource inexperience with company and its processes • Loss of key resource(s) that impact the project • Hidden agendas impact the projectProject Risk Differences BetweenVirtual and Co-Located Teams, Reed & Night agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • six common misperceptions about teamwork •Misperception #1: Harmony helps •Misperception #2: Its good to mix it up •Misperception #3: Bigger is better •Misperception #4: Face-to-face interaction is passé •Misperception #5: It all depends on the leader •Misperception #6: Teamwork is magicalSix Common Misperceptions about Teamworkby J. Richard Hackman agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • common misperceptions: harmony helps Harmony helps disagreements can be good for a teamSix Common Misperceptions about Teamworkby J. Richard Hackman agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • Dear ScrumMaster, Remember: - don’t let it get personal - or get out of hand Yours The Teamagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • common misperceptions: its good to mix it up Its good to mix it up the longer a team stays together, the better they doSix Common Misperceptions about Teamworkby J. Richard Hackman agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • again a fact of corporate life...agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • but get experience of excellence before breaking teamsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • common misperceptions: it depends on the leader It all depends on the leader the most powerful thing a leader can do is to create conditions for self-organization, andSix Common Misperceptions about Teamworkby J. Richard Hackman launch the team well agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • 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 where 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 - 2011.
  • common misperceptions: teamwork is magical Teamwork is magical It takes careful thought and preparation to stack the deck for successSix Common Misperceptions about Teamworkby J. Richard Hackman agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • how will we form theteam• self-organized trumps allocated• constrained trumps random• loose fit trumps tightly controlledagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • how have your agile teams been your experience formed - and what worked well, and what didn’t work wellagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • agree constraints beforehandagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • agree constraints beforehand allow random or self-organized selectionagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • agree constraints beforehand allow random or self-organized selection immediately allow team identity to formagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • agree constraints beforehand allow random or self-organized selection immediately allow team identity to form celebrate team selectionagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.
  • “Coming together is a beginning. Keeping together is progress. Working together is success.” Henry Ford 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 - 2011.