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!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
!Sim high gravitydistributed
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!Sim high gravitydistributed

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  • 1. Team Mental ModelsBuilding High-Gravity Distributed Agile Teams Derek W. Wade @derekwwade dwade@kumido.com www.kumido.com (C) 2009-2011
  • 2. the mediocre leadersare loved.the worst leadersare feared.but of the best leadersthe people say,‘we did it ourselves.’ - tao te ching www.kumido.com (C) 2009-2011
  • 3. Need • distributed teams that “work like” agile teamsGoals • team self-organization of work • team visibility to itself & other teams • agile leadership - “what” vs. “how to”Learning Objectives • one “why” behind effective distributed teams • implications for tools & practices • implications for leadership www.kumido.com (C) 2009-2011
  • 4. Objectives The Distributed Team Simulator Sim Scenario 1 • brief • sim - transmission • debrief Distributed Cognition/TMM Sim Scenario 2 • brief • sim - distributed cognition • debrief Recapwww.kumido.com (C) 2009-2011
  • 5. Distributed Team s i mu l a Game tor • teams, goal • dev environment • complexity & cognitive load • success requires information exchange • bandwidth limits on player actionswww.kumido.com (C) 2009-2011
  • 6. Scenario 1 - Brief transmission model Learning Objectivethe effects of tools, practices, & leadership based on a “transmission” model www.kumido.com (C) 2009-2011
  • 7. Scenario 1 - BriefDevs • Skillz cards private • Workspaces private except for 1 face-up • must stay seated, except for trip to Integration on Commit/Revert • not allowed to DemoTeam Leads • only role allowed to Demo • allowed to walk around to any table • may see every Dev’s Workspace, Skill • help team with suggestions e.g. “you two should pair” www.kumido.com (C) 2009-2011
  • 8. Practice Run • components • poker rules • player actions • special actionswww.kumido.com (C) 2009-2011
  • 9. Scenario 1 - Simulation Play! www.kumido.com (C) 2009-2011
  • 10. Scenario 1 - Debrief what? so what? what if? now what? www.kumido.com (C) 2009-2011
  • 11. “Transmission” Model Sender’s Transmitted Received Sender ReceiverKnowledge Message MessageReceived Transmitted Sender’s Receiver SenderMessage Message Knowledge www.kumido.com (C) 2009-2011
  • 12. “Transmission” Model Sender’s Transmitted Received Sender ReceiverKnowledge Message MessageReceived Transmitted Sender’s Receiver SenderMessage Message Knowledge n g on Fo cusi ion = r mat dium Info n me o fo cus www.kumido.com (C) 2009-2011
  • 13. Distributed Cognition out Individuals know ab TASK work and TEAM work www.kumido.com (C) 2009-2011
  • 14. “WorkScapes*” “Of cog floa nit ding ion ” **A B * Cross, 2010 ** Dror, 2008 www.kumido.com (C) 2009-2011
  • 15. Scenario 2 - Brief distributed cognition model Learning Objectivethe effects of tools, practices, & leadership based on a distributed cognition model www.kumido.com (C) 2009-2011
  • 16. Scenario 2 - BriefEnvironment • changes to visibility of Integration, Beta, MarketDevs • Skillz cards public, face-up • Workspaces public, face-up • may walk around, look at anything at any time • are allowed to Demo!Team Leads • help team stay aware of the goal (Market) www.kumido.com (C) 2009-2011
  • 17. Scenario 1 - Simulation Play! www.kumido.com (C) 2009-2011
  • 18. Scenario 1 - Debrief what? so what? what if? now what? www.kumido.com (C) 2009-2011
  • 19. eWorkScapes www.kumido.com (C) 2009-2011
  • 20. eWorkScape: Wiki Backlog www.kumido.com (C) 2009-2011
  • 21. eWorkScape: Wiki Backlog www.kumido.com (C) 2009-2011
  • 22. No Tools Needed www.kumido.com (C) 2009-2011
  • 23. No Tools Needed www.kumido.com (C) 2009-2011
  • 24. No Tools Needed www.kumido.com (C) 2009-2011
  • 25. Shared WritingRetrospectives (webcast, gdocs): • Provide doc structure, but let the team fill in • Team is able to “just talk” • Anyone can capture items as they are heard • Visible to all, live! www.kumido.com (C) 2009-2011
  • 26. Shared WritingRetrospectives (webcast, gdocs): • Provide doc structure, but let the team fill in • Team is able to “just talk” • Anyone can capture items as they are heard • Visible to all, live! “Retrospective using communication tools is like having sex by phone” -- @xpinjection www.kumido.com (C) 2009-2011
  • 27. Conversation RoomJust like “babble” in a war room: • Always-on • No annoying notifications • Has a history • Broadcast, not point-cast www.kumido.com (C) 2009-2011
  • 28. Conversation RoomJust like “babble” in a war room: • Always-on • No annoying notifications • Has a history • Broadcast, not point-cast “I store my knowledge in my friends.” www.kumido.com (C) 2009-2011
  • 29. Team Mental ModelsBuilding High-Gravity Distributed Agile Teams Thank You! Derek W. Wade @derekwwade dwade@kumido.com www.kumido.com www.derekwwade.net www.kumido.com (C) 2009-2011
  • 30. Credits PhotosBikesOzier Muhammad/The New WorksYork Times Mathieu, John E.; Heffner, Tonia S.; Goodwin, Gerald F.; Salas, Eduardo; Cannon-Bowers, JanisFlight Simulator A. (2000) The influence of shared mental models on team process and performance. Journal ofrevistaaerea.com Applied Psychology, 85(2), 273-283Grafitti/Gallerywikimedia commonsarchdaily.net www.kumido.com (C) 2009-2011

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