Break Down the Silos: Using Visual Collaboration to Foster Teamwork
•Download as PPTX, PDF•
4 likes•1,755 views
The document discusses various visual collaboration techniques that teams can use, including activity bingo, limiting work-in-progress, pairing, system land mapping, and collaborative development. It provides examples of how teams have applied these techniques to improve knowledge sharing, reduce bottlenecks, and make individual skills and contributions more visible. The document concludes by encouraging participants to design their own visual collaboration tool to address a specific problem or goal.
Recommended
Recommended
More Related Content
Viewers also liked
Viewers also liked (18)
Similar to Break Down the Silos: Using Visual Collaboration to Foster Teamwork
Similar to Break Down the Silos: Using Visual Collaboration to Foster Teamwork (20)
Recently uploaded
Recently uploaded (20)
Break Down the Silos: Using Visual Collaboration to Foster Teamwork
- 1. Break Down the Silos Collaboration Techniques for Teams
- 2. Meet the Presenters #aab13 Maria Matarelli @mariamatarelli Dan Neumann @Dan_SB
- 3. Collaboration Techniques for Teams
- 4. Agenda • Icebreaker • 5 Visual Collaboration Techniques • Applying Concepts • Create Your Own Visual Collaboration Tool • Summary and Close 4
- 5. Agile Pictionary 5
- 6. Collaboration 6
- 8. Limiting Activity WIP Bingo Visual Collaboration Techniques Pairing Collaborative Development System Land Mapping 8
- 9. Work-In-Progress (WIP) 9
- 10. Principle behind the APPLE Manifesto Sold iPads is the primary measure of progress 10
- 11. Outside…
- 12. Before you get inside… 12
- 14. Why Limit WIP? • Lowers Coordination Cost • Exposes Bottlenecks • Exposes Blocking Issues • Less WIP leads to more focus on getting items to “Done” 14
- 15. Principle Behind the Agile Manifesto Working software is the primary measure of progress. 15
- 16. Track WIP 16
- 17. Set a WIP Limit 17
- 18. Create A Token 18
- 19. Use the Token 19
- 20. Create Slots
- 21. Activity Bingo 21
- 22. T-Shaped Skills - Activity Bingo Activity Bingo Make skill-usage Activities Write Automated Tests visible Create Data Access Create Test Cases UI Development Unit Testing People Felix Chapman Damon Dagwood Sandy 22
- 23. T-Shaped Skills - Activity Bingo Activity Bingo – Silos Activities Write Automated Tests Create Data Access Create Test Cases UI Development Unit Testing People Felix X Chapman X Damon X Dagwood X Sandy X 23
- 24. T-Shaped Skills - Activity Bingo Activity Bingo – Individual Breadth Activities Write Automated Tests Create Data Access Create Test Cases UI Development Unit Testing People Felix X X X Chapman X X Damon X X X X X Dagwood X X Sandy X X 24
- 25. T-Shaped Skills - Activity Bingo Activity Bingo – Team Depth Activities Write Automated Tests Create Data Access Create Test Cases UI Development Unit Testing People Felix X X X Chapman X X Damon X X X Dagwood X X X X Sandy X X X X 25
- 26. Pairing 26
- 27. 27
- 28. 28
- 29. Pairing Chart Team Member 1 Team X Member 2 Team Member 3 Team X Member 4 Team X Member 5 29
- 30. Pairing Chart Team Member 1 Team Member 2 Team X X Member 3 Team Member 4 Team X Member 5 30
- 31. Promote Pair Programming Sprint 5.1 Sprint 5.2 Sprint 5.3 Sprint 5.4 IM, PF 2h IM, MB, IG, SA 1h SA, PN 1h PN, NM 1h CE, MB 1h IM, PF 4h KM, PF 30m SA, MB 1h PN, SA 2.5h IG, MB 30m KM, PN 1h PN, SA 1.5h IG, MB, SA, IM 1h CE, MB 1h IM, PF 1.5h IG, MB 30m SA, MB 2h IM, PF 1h SA, PN 3h NM, PN 2.5h IM, IG 10m Before: Very few Pair Programming Sessions Now: 6 – 8 Pair Programming Sessions Result: Better knowledge sharing Reduced dependency on Subject Matter Experts
- 32. More Effective Code Reviews Sprint 5.1 Sprint 5.2 Sprint 5.3 Sprint 5.4 NM, SA, IG, PN, MB, PF, PN, SA 1h NM, IG, MB, PF 1h 30m MB, IM 4h IM NM, PN 30m KM, PN, PF 30m IG, MB 30m KM 20m SA, PF 1h IM, NM 1h KM 15m IM, MB 30m MB, KM 1h MB, KM 3h PN, SA 20m SA, PN 1h KM, PN 30m PN, KM 10m MB, SA 30m MB, IM 8h IG, SA, NM 3h IG, KM 5h IG, KM 30m Before: Few Code Review Sessions, Low Participation Now: More Code Review Sessions, More Participation Result: Collaborative Development Environment Improved Code Quality Code Review feedback not lost (tracked in Crucible)
- 33. Code Reviewing Chart IG 0.5 IM 0.5 KM 0.5 6.5 13.0 4.0 MB ` 1.5 1.5 1.5 NM 1.0 0.5 0.5 1.5 1.5 PF 3.5 0.5 1.2 1.0 1.0 1.5 PN 3.5 0.5 1.0 3.5 1.5 2.8 SA 33
- 34. Collaborative Design 34
- 36. How Team gradually came to use this approach First couple sprints, the team identified granular enough tasks for each story… 36
- 37. How Team gradually came to use this approach Then, people began communicating design through Sequence Diagrams… 37
- 38. How Team gradually came to use this approach After a few sprints, the team put diagrams & tasks together during the same session 38
- 39. System Land Mapping 39
- 40. System Land Mapping Collaborate Share rich Information Gain familiarity with the system 40
- 41. Core Data Augmented Reality Assets Manage Collect Advanced Systems Product Definition
- 42. Core Data Augmented Reality Assets Manage Collect Advanced Systems Product Definition
- 43. Data Connections Core Data Augmented Reality Assets Manage Collect Advanced Systems Product Definition
- 44. Relationships & Communication Core Map Augmented Reality Assets Manage Collect Advanced Systems Product Definition
- 45. Core Map Augmented Reality Assets Manage Collect Advanced Systems Product Definition Organic Flow of Information
- 46. Core Map Augmented Reality Product Assets Migration Manage Collect Advanced Systems Product Definition
- 47. Architects Pirate Raiders Core Map Augmented Reality Assets Manage Collect Advanced Systems Nomads Product Definition
- 48. Core Map Augmented Reality Assets Manage Collect Advanced Systems Product Definition
- 49. Activity Bingo Limiting WIP Pairing Story In Progress System Land Collaborative Mapping Development
- 50. Collaboration Exercise 50
- 51. Applying the techniques Outcomes Practice in applying techniques to make collaboration visible Tell a story in Hieroglyphics Exercise Backlog of topics with pre-set list of tasks Recommended team size 5-6 people 51
- 52. What does “Done” look like Definition of Done “Clearly drawn hieroglyphics, reviewed, finalized and presented to customer” Acceptance Criteria Drawing should include 5 “glyphs” or more Must address the topic and tell a story based on real events Have a conclusion to the story; some type of moral Present to someone outside of team Activities Brainstorm Story Development Draw Review Present
- 53. Applying WIP Limits Planning Identify your WIP Limit and make it visible Estimate the number of stories your team can complete in 10 minutes Identify which stories you plan to complete
- 54. TO DO IN PROGRESS DONE Worst Project Ever
- 55. TO DO IN PROGRESS DONE Worst Project Ever Rolling out Agile
- 56. TO DO IN PROGRESS DONE Worst Project Ever Rolling out Agile Agile’s impact on your life
- 57. TO DO IN PROGRESS DONE Worst Project Ever Rolling out Agile Agile’s impact on your life
- 58. TO DO IN PROGRESS DONE Worst Project Ever Rolling out Agile Agile’s impact on your life
- 59. TO DO IN PROGRESS DONE Worst Project Ever Rolling out Agile Agile’s impact on your life
- 60. Telling Stories in Hieroglyphics Applying WIP Limits Planning (10 min) Iteration 1 (10 min) Share & Debrief (10 min) 60
- 61. Telling Stories in Hieroglyphics Applying WIP Limits Planning (10 min) Less than 5 minutes remaining Less than 2 minute remaining 1 61
- 62. Telling Stories in Hieroglyphics Applying WIP Limits Planning (10 min) Iteration 1 (10 min) Less than 2 minutesremaining Less than5 minute remaining 1 62
- 63. Telling Stories in Hieroglyphics Applying WIP Limits Planning (10 min) Iteration 1 (10 min) Debrief (10 min) 63
- 64. Principles of Visual Collaboration Visible Support Interactions Add to Understanding Not for Evaluation 64
- 65. Activity Bingo Limiting WIP Pairing Story In Progress System Land Collaborative Mapping Development
- 66. Design Your Own Visual Collaboration Tool 1. Brainstorm a few specific problems or goals 2. As a group, pick one to focus on for this workshop 3. Create a visual collaboration tool around that idea 66
- 67. Share & Debrief Share Additional ideas on collaboration and making things visible Debrief What aspects did you like best? 67
- 68. Contact Us Maria Matarelli http://www.bevilledge.com Maria.Matarelli@BevillEdge.com @mariamatarelli www.linkedin.com/in/mariamatarelli Dan Neumann http://www.neumanagementllc.com Dan@NeuManagementLLC.com @Dan_SB www.linkedin.com/in/meetdanneumann 68
Editor's Notes
- [MARIA]This workshop provide attendees with tools and techniques to apply for increasing the collaboration among team members. This session begins with an overview of the challenges many organizations face when moving to an Agile team environment. We introduce collaborative concepts that can be used by teams, carrying a consistent theme of collaboration and making things visible. The core of the workshop utilizes a “learn by doing” approach where we simulate a 3-day Agile project while introducing a visible collaboration technique for each “day”. Each “day” includes time for preparation, a time box for the work and a debrief. The session will close with reflection upon the techniques and review of steps for applying in the work environment.Introductions and Ice Breaker (15 min)Overview (30 min)Themes: Collaboration and Making things visibleCollaboration techniques and information radiatorsApplying collaborative techniques while working as a team to create and publish a potentially shippable blog increment (1 hr, 45 min)Day 1, Setup (10 min), Working Period (15 min) and Debrief (10 min)Day 2, Setup (10 min), Working Period (15 min) and Debrief (10 min)Work in Progress (WIP) VisibilityT-Shaped SkillsPairingSystem Land MappingCollaborative DevelopmentDebrief (30 min) • Debrief on session learnings and take aways • Reflect upon techniques • Discuss application in the work environment
- Dan and I are excited to present approaches for encouraging collaboration among teams. We have worked together over the past year as Agile Coaches and Trainers, consulting large enterprise environments in agile adoption, working with project teams on adopting agile practices, and management and executives on how to create an environment to support and empower their teams.We are a bit of social media junkies, so please feel free to tweet outstanding quotes, pictures and other clever things throughout this session.
- [MARIA]KnowledgeComprehensionApplicationWe’ll introduce a toolbox of practices and low-tech tools that teams can use to increase teamwork, expand T-shaped skills, create joint code ownership, with the goal of delivering software or products that consistently meet and exceed customer expectations. This workshop provides an opportunity for you to review, discuss and practice ways to increase collaboration on your team.
- [MARIA]Learning objectives:Use collaborative techniques & make the work visibleWork in Progress (WIP)Build T-Shaped Skills – Activity BingoBenefits of PairingSystem Land MappingCollaborative Design
- [DAN]“Drawer” selects a Pictionary word/phrase THAT MAY OR MAY NOT BE AN AGILE TERM“Drawer” sketches clues on the whiteboard and Guessers guess the word/phrase“Drawer” may not use verbal clues, physical clues, letters, or numbersTime limit is 60 sec.*Can recruit additional drawer for another 60 sec.Rotate roles and repeat
- [MARIA]Collaboration In Agile, we hear collaboration over and over, but how does thisjust happen Examples: Co-locate people, and they put their desks around the outer walls They take one story each off the sprint backlog boardTelling/ directing on what to do - I’ll do this, you do thatTurf – I’m the expert here
- [MARIA]Making things visibleHow often do we really make things visible? Misunderstandings – decisions made but different ideasAssumptions – I thought we talked about one thing and you thought we talked about a different thingCould affect trust – if things are held in the shadows**techniques and charts will be shared - present options to team
- [MARIA]Work in Progress (WIP)Build T-Shaped SkillsBenefits of PairingSystem Land MappingCollaborative DevelopmentSummary of principles that make these up, then give you an opportunity to design a visual collaborative approachWe are going to show how to make activity visible through demonstrating the use of low-tech visibility methods. After practicing, attendees are more likely to apply these techniques within their teams. We show attendees techniques for making work visible and lower the barrier to introducing these techniques to their team. After attending this interactive workshop and using the techniques, we have received feedback from attendees that it is easier to introduce these concepts to their teams. T-Shaped Skills - Attendees will make team member skills visible. The visibility to demonstrated skills makes it easier for team members to cross-train and acquire new skills from other team members. Pairing - In this exercise, attendees pair on an activity and track the pairings on a pair tracking chart. For teams that are beginning to pair, or want to expand pairing, it is helpful to see when they pair and with whom they pair. We also show the attendees how to introduce pairing to their teams and provide a template to take back and use. Limiting Work In Progress - In this workshop, we build on the WIP Visibility activity and show attendees how to introduce WIP limits. Attendees will establish WIP limits and track the number of items that are in progress at any time. Using a template makes it easy to track and limit WIP, and apply these behaviors within their teams.
- [DAN]Work in Progress is something that has started the manufacturing process, but is not a completed work, yet.
- [DAN]
- Ticket to make sure they have what you are looking for.
- [DAN]The gentleman on the right is the ‘ticket’. A group of employees whose job it is to walk people from outside the store to the Register, get them checked out, then walk back out. This does a couple things
- [DAN]Frees mangers for more value-add activities, instead of managing work in progress.Coordination costs – the effort to manage having that many people in the store – could have set up ropes to allow people in, etc., but that’s expensive.Bottlenecks – Too many people in the store would prevent other people from making their purchases.Blocking Issues – Getting to the register and then finding out the device you want is not available.CAN LEAD TO INCREASED COLLABORATION ON THE “IN PROGRESS” ACTIVITIES
- [DAN]I intend this slide to show some information about why one would want to limit WIP… Was hoping to relate it to the Agile Manifesto and Principles…. And/or Lean Principles.Agile Manifesto talks about individuals and interactions and collaboration.
- [DAN]Start by simply tracking your Work in Progress. How many stories have you been putting into play at any given timeOver timeWhat are WIP limits?Limit the number of stories in progress for the teamLimit the number of tasks in progress for each individual Benefits:Promotes getting stories to “done” sooner rather than laterSurfaces impediments when we want to start a new story because the in-process ones are stalledPromotes collaboration – one person alone can’t own a storyCreates artifacts on which to retrospect (eg. Jira Cumulative Flow diagram)WIP Limit GoalTeam agrees to the limitTreat it as a hard limit not as a suggestionDon’t Exceed; Stop to assess why
- [DAN]Start by simply tracking your Work in Progress. How many stories have you been putting into play at any given timeOver timeWhat are WIP limits?Limit the number of stories in progress for the teamLimit the number of tasks in progress for each individual Benefits:Promotes getting stories to “done” sooner rather than laterSurfaces impediments when we want to start a new story because the in-process ones are stalledPromotes collaboration – one person alone can’t own a storyCreates artifacts on which to retrospect (eg. Jira Cumulative Flow diagram)WIP Limit GoalTeam agrees to the limitTreat it as a hard limit not as a suggestionDon’t Exceed; Stop to assess why
- [DAN]
- [DAN]Within an iteration
- [MARIA]
- [MARIA]Why – visibilitymaking visible who’s doing which activities, Shows who’s working togetherTrack over time – sprint or iteration, a few iterationsCan be used as information to reflect what happenedCan be used as a planning toolKnowledge transfer
- [MARIA]Silos create bottlenecks and challenges in delivering, don’t want overspecializationCan build to make your team a more effective teamBuild breadth and depth of skills Make visible how people contributeHave you ever been in the situation where you had to wait for one person..Salon example, wait, lets stick with software.. Tester outHit by a bus, optimists - lottery
- [MARIA]With Individual breadth, we have more generalizationDamon can contribute in many ways to the team’s goals
- [MARIA]With team depth, lots of people can contribute to a particular activityHaving breadth and depth across your team members make your team more flexible
- [DAN]WhyMore creative solutions, better solutions, higher quality..the first time, instant code review, software is not a typing problemWhy make it visibleSo you know if its happening, how its happening, with whomShow history, plan proactivelyIf team made the goal to plan, see if they didUse data to reflect in retrospective(possibly insert real world example)
- [DAN]Stated desire to make more use of pairing… They’ve heard of pairing, and would like to try it out.
- [DAN]Sprint starts, and it’s right back to working on their own tasks, rather in isolation.
- [DAN]This slide is intended to show a simple way to track who is pairing. When the team set an objective of pairing more, it created a chart that allowed it to track instances of pairing. The chart starts blank, and as two team members get together to pair, an “X” gets put at the intersection of their names. So, if Team Member 1 and Team Member 2 pair, an X goes there. Let’s say that Team member 1 and 2 create enough curiosity in the team that a couple more people are interested. Team member 1 moves on to pair with Team member 4, and 2 goes on to pair with 5.
- [DAN]This is an example of Proactive Pair Planning…
- [DAN]This is an example of Proactive Pair Planning…
- [MARIA]
- [MARIA]
- [MARIA]Facilitating collaborative design exercise during Sprint PlanningCollaborative Design During Sprint PlanningInclude high-level design discussion in 2nd half of Sprint Planning (i.e., during the tasking portion)Whole team participatesWhiteboard diagrams for component flow, classes, and sequence as neededBenefits:Promotes collective ownership of the designJump-starts the sprint with a collective understanding of what is in or out of scope for the storyIdentifies tasks at an appropriate level of detail
- [MARIA]
- [MARIA]After another sprint or two (once people got comfortable with Sequence & Class diagrams), they put diagrams & tasks together, during the same session, and the overall approach took its current shape…How to effectively facilitate collaborative design exercise during Sprint PlanningAs part of second half of any sprint planning, the team should figure out how to implement stories chosen for the sprint. In order to do this and in order to decompose the work into meaningful & granular tasks, team needs to go thru the collaborative design exercise.This is best accomplished on a story-by-story basis. Indeed the team is constrained by about 2 hours time box to do it. So you might want first to address highest priority story. Then, you could repeat same exercise for another story. If you will reach the end of the sprint planning time box and still have stories to go thru design wise, you could do this exercise later on during the sprint, on the day when team would start working on a particular story.The most significant benefit of this approach to a design is its collaborative nature. You no longer let single person to work on some design documents, then ask the rest of the team for feedback, then have review meetings and so forth thus spending at least half of your sprint on this. Instead you collaborate on the design for couple hours and then, if a need to revise such design arrives, you collaborate on the revisions, all using white board and couple of markers. As a team, all members included. So every one is on the same page every step of the way. And everyone has an input to that design, thus assuring the collective ownership of the implementation.Here are the steps to facilitate this exercise:Team focuses on a specific story. Someone (could be anyone on the team, lets say an Architect) draws a sketch of component flow diagram on the white board.Team discusses the drawing, makes some revisions to it, identifies pieces that will be implemented vs pieces that will be omitted. Try to time box this to 20-30 minutes, no more.Based on the flow, someone volunteers to draw a sequence diagram and (if needed) a class diagram on the white board (either in UML or UML-like notation). Team discusses the drawing, makes some revisions to it. The goal is to clearly identify all the major classes, interfaces, methods that need to be developed (at least all the key ones, functionally). Try to time box this to 30-45 minutes.While discussing sequence/class diagrams, people start writing on post-it notes tasks to implement those classes, interfaces, methods identified on those diagrams. This should not exceed another 15 minutes on top of the previous 30-45 minutes.At the end, you have your design artifacts – just snap the pictures of the white board and put it on your wiki page.You also have all the core tasks (defined in very technical programming terms) team needs to do in order to implement a specific story. And those tasks are granular enough to be implemented in less than a day. If you ended up with some tasks that seems bigger than a day worth of work, you could decompose them further down later on, once you get to start working on them.
- [DAN]
- [DAN]Gain familiarity of the system
- Add the information connections. Which systems need to talk with each other?
- High Bandwidth and Low Bandwidth Communication.
- Where does information tend to flow organiically?
- Nomads – Carrying information with them as they engage with different groups.
- Where are the dragons, that somebody might help slay them?
- Summary slide
- [MARIA]
- [MARIA]Print handouts with details
- [MARIA]
- [MARIA]“Debrief” includes time to share
- [MARIA]“Debrief” includes time to share
- [MARIA]“Debrief” includes time to share
- [MARIA]“Debrief” includes time to share[DAN]DebriefSession learnings and take awaysReflect upon techniques Discuss application in the work environment
- [MARIA]Summary of principles that make these up, then ask them to design oneSomething that can be visible to the teamSupport of individuals and interactions, not take away from, Supplemental, not instead ofAdds to understandingNot for evaluation, simply for information
- Summary slide
- [DAN]Think about…Improvement your team has identifiedSomething you would like to see on your teamDesired outcomes… Example:Earlier, we talked about better flow by limiting WIP, increased collaboration through Pairing, Less Siloed, better collaboration through Collaborative Design and Tasking. They may be things you would like to see happen, they may be things that the team has identified in retrospectives. Brainstorm a fewWhat are some retrospective items that have come up?2. Within your group, share some improvements you would like to see on your team at work; try to be specific about the goals3. What could be made visible to foster that behaviors? DebriefShare Small group discussionWhich aspects of the exercise did you like best?Any additional insights or other ideas for collaborating or making things visible?TimeboxedVolunteers share from some tables??? Would this be a good handout to have printed at the tables?
- [DAN]Share - Volunteers share from some tablesAny additional insights or other ideas for collaborating or making things visible?Debrief - Which aspects of the exercise did you like best?
- [MARIA]