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Team leadership in the age of Agile  - Roy Osherove
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Team leadership in the age of Agile - Roy Osherove

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More from Roy at 5whys.com and osherove.com ....

More from Roy at 5whys.com and osherove.com .
In this talk Roy explores the three maturity stages of a software team, and how a team leader can adjust their leadership type based on the current phase the team is in. Roy explores common mistakes and techniques team leaders can take to make sure their team gets on the road to craftsmanship and maturity in software development.

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    Team leadership in the age of Agile  - Roy Osherove Team leadership in the age of Agile - Roy Osherove Presentation Transcript

    • Team LeadershipIn the age ofAgile
      @RoyOsherove
    • Twitter: @RoyOsherove
      5Whys.com – blog
      Osherove.com – courses for team leaders
      Easy Unit Testing
    • www.ArtOfUnitTesting.com
    • Story
      The Interrupt
    • Story
      Promises, Promises
    • Story
      The Generous Lead
    • Team Leader
      Great Teams Are Grown, Not Hired
    • Three Team Maturity Stages
    • Most team leaders use the wrong kind of leadership for the current team stage.
    • Treat a chaotic team as a self leading team
      Teach them TDD when they don’t even use source control
      Acting as scrum master /coach when what they need is someone to save them from themselves
      Not making enough time for team learning
      Not spending enough time with the team
      Leadership in chaos #Fail
    • Failure to grow a learning team into a mature team
      Fixing the team’s problems or them
      Failure to recognize impediments and teach avoidance
      Giving in to fear of confrontation with team members
      Leadership in Learning Teams #Fail
    • Don’t let a mature team self organize
      Lead the daily meeting
      Decide on technical issues for the team
      Telling people what to do instead of setting constraints
      Leadership in mature teams #Fail
    • The team is now in Chaotic Mode
    • Treat a chaotic team as a self leading team
      Teach them TDD when they don’t even use source control
      Acting as scrum master /coach when what they need is someone to save them from themselves
      Not making enough time for team learning
      Not spending enough time with the team
      Leadership in chaos #Fail
    • “when the ship is sinking the captain does not call a meeting, he gives orders”
      Main Goal – Get the team into a plateau, and get some slack time for learning
      Take back control (or others will take it)
      By talking to management
      Remove outside interference
      Declare single point of entry for requirements if needed
      By talking to the team
      Put out fires so the team can start learning
      Chaotic-Team Leadership
    • Make time for our team
      Hold one on one meetings
      Hold daily stand up meetings
      Organize tasks
      Find out what is not working continuously
      Find Bottlenecks
      Start Optimizing the team’s process
      Your first commitments to the team during chaos
    • Making time for your team
      Max 50% outside the team
      50% at least
      One on one meetings
      Team meetings
      Standup meetings
      Coaching
      Teaching
      Managing Goals
      Pairing
      Code review
    • Absolutely Essential Team Practices During Chaos
      Non Technical
      Daily Standups
      Big Visible Task Board
      Same Room
      Weekly Support Shifts
      Technical Practices
      Build Automation
      Code Review
      Build by Feature
      Pair Programming
      Unit Testing
      TDD
    • The team is now in Learning mode
    • SLACK
    • Story
      The Generous Lead
    • Failure to grow a learning team into a mature team
      Fixing the team’s problems or them
      Failure to recognize impediments and teach avoidance
      Giving in to fear of confrontation with team members
      Leadership in Learning Teams #Fail
    • Steady Growth (plateau)
      Developing Developers
      Gerald M. Weinberg – “becoming a technical leader”
    • Fast Growth
    • Ravines before Fast Growth
    • What are you going to do about it?
    • Story
      Promises, Promises
    • Lack of commitment
      “we need to..”
      “If only we had ..”
      “I’ll try to get it done soon..”
      Commitment
      “I will ____ by ____”
      Commitment Language
    • Say it
      Mean it
      Use commitment language
      I will… by…
      Do it
      Or flag as soon as possible that you won’t make it
      Integrity
    • Explain to team
      Explain individually
      Use integrity as growth mechanism (1 on 1)
      Use integrity as part of standups
      Getting Integrity
    • Changing Behaviors that won’t change
    • Dealing with an information hoarder
      Action
      Make it a growth challenge (integrity)
      Thank them for sharing information and teaching others (even if they don’t)
      Make them in charge of training on this subject
      Tell them why you feel it’s a problem and ask them what you think should be done
      Create a shared team project requiring this knowledge
      Influence
      [personal motivation]
      [Social Motivation]
      [social ability and motivation]
      [personal & social motivation]
      [Environment motivation and ability]
    • The team is mature
    • Influencing Behavior using constraints
      Six Influence Factors
    • April - in Oslo
      July – SkillsMatter in London
      Details at osherove.com
      Lead Better – 2 day course
    • Be part of my book “Notes to a software team leader” –
      5whys.com/Note
      Book – Notes to a software team leader
    • @RoyOshereove
      5whys.com – my blog for team leaders
      Management 3.0 by JurgenAppelo
      Other Resources
    • And then… short song?
      Q & A
    • When I was just a new team lead
      One of the clients came to me
      Will we succeed?
      How much will it cost?
      Can we finish in half the time?
       
    • Yes, of course we can,
      Whatever you ask will be
      The future is known to me
      What you ask will be
       
    • The second week the project ran
      The client called and told me this
      I changed my mind, we need something else
      Can you change it? You’re da man.
    •  
      Yes, I think we can
      If we work really hard, we will
      We’ll work nights, ignore the pain
      Please don’t change your mind again
    •  
      On the 10th month the client called
      And said that he’s moving the project abroad
      We’re running too late
      We’re doing it wrong
      It seems like this is our fate
    •  
      Que sera sera
      Whatever will be will be
      The projects moved overseas
      Que sera sera
       
    •  
      Que sera sera X 2
      Whatever will be will be
      The projects moved overseas
      Que sera sera
       
    • Be part of my book “Notes to a software team leader” –
      5whys.com/Note
      @RoyOsherove
      Thank You
    • Randomness adds noise