Agile Team Dynamics by Bhavin Chandulal Javia
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Agile Team Dynamics by Bhavin Chandulal Javia

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AgileNCR 2010 conference was held in Gurgaon on 17th & 18th July 2010. This largest community driven conference was the Fourth edition of Agile NCR and was organized in collaboration with ASCI. This ...

AgileNCR 2010 conference was held in Gurgaon on 17th & 18th July 2010. This largest community driven conference was the Fourth edition of Agile NCR and was organized in collaboration with ASCI. This time the event was based on four major themes : 'Agile for newbies', ' Agile Adoption Challenges', 'Workshops and Software Craftsmanship', and ' Post Agile'.

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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

Agile Team Dynamics by Bhavin Chandulal Javia Agile Team Dynamics by Bhavin Chandulal Javia Presentation Transcript

  • Agile Team Dynamics
    BhavinJavia
    ThoughtWorks, B’lore
    bhavin@thoughtworks.com
    © ThoughtWorks 2010
    18th July 2010
  • Agenda
    How teams become “Agile” ?
    Factors affecting Agile teams
    Evolution of Team Dynamics
    Q & A
    © ThoughtWorks 2010
    2
  • How teams become “Agile” ?
    © ThoughtWorks 2010
    3
  • Agility
    © ThoughtWorks 2010
    4
  • 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 ”
  • Factors affecting Agile teams
    © ThoughtWorks 2010
    6
    People
    Customers
    Environment
    Tools
    Distances
    Time zones
  • People
    Most important factor
    Skills
    Collective responsibility
    Self organizing team
    Relationships
    Aspirations
    © ThoughtWorks 2010
    7
  • Customers
    Partners
    Sponsors of innovation
    Sponsors of growth
    Relationship affects team morale
    Part of the team
    © ThoughtWorks 2010
    8
  • Distances
    Create hurdles for
    Communication
    Collaboration
    Feedback
    Relationship
    Team work
    © ThoughtWorks 2010
    9
  • Time zones
    24x7 work culture
    Affects collaboration
    Cultural issues
    © ThoughtWorks 2010
    10
  • Tools
    Right tool for the job
    Tools forced top down
    fail on the ground
    Let the team choose
    Shared toolset
    © ThoughtWorks 2010
    11
  • Environment
    Open work environment
    No artificial barriers
    Freedom of expression
    Encourage innovation
    Encourage “fail fast”
    Positive energy
    © ThoughtWorks 2010
    12
  • Evolution of Team Dynamics
    © ThoughtWorks 2010
    13
  • 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
  • Freelancer
    One man army
    Collaborates only with customer
    Independent decisions
    Single point of failure
    © ThoughtWorks 2010
    15
  • Freelancer
    © ThoughtWorks 2010
    16
  • 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
  • A Dev Pair
    © ThoughtWorks 2010
    18
  • Small Collocated Team
    Team Structure
    2 Dev pairs
    1 BA
    1 QA
    © ThoughtWorks 2010
    19
  • 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
  • Small Collocated Team
    © ThoughtWorks 2010
    21
  • Small Distributed Team
    Team Structure
    1 Dev pair (onsite)
    1 BA (onsite)
    1 Dev pair (offshore)
    1 QA (offshore)
    © ThoughtWorks 2010
    22
  • 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
  • Small Distributed Team
    © ThoughtWorks 2010
    24
  • Large Collocated Team
    Team Structure
    8 Dev pairs
    2 BAs
    2 QAs
    1 IM/PM
    © ThoughtWorks 2010
    25
  • 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
  • Large Collocated Team
    © ThoughtWorks 2010
    27
  • 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
  • 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
  • Challenges and Solutions
    © ThoughtWorks 2010
    30
  • Q & A
    © ThoughtWorks 2010
    31
  • © ThoughtWorks 2010
    32
    bhavin@thoughtworks.com