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At2012 bengaluru performance_managementinscrumteams_vinodv


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At2012 bengaluru performance_managementinscrumteams_vinodv

  1. 1. Performance Management in SCRUM Teams Vinod Vijayakumaran 2012 September
  2. 2. My path was clear in waterfall…• In a waterfall model; every individual who joins an organization as a fresher had a chance to visualize his career path in the organization with some clarity• Now with LEAN & Agile; there’s only ambiguity around• HR is coming up with more flatter org structure29/09/12
  3. 3. Did agile make my career path skewed…• Agile software development , is good for the organization and for the deliverables.• But what about o my career path…my future o my market value o my designation o respect among peers o compensation29/09/12
  4. 4. Has anyone delved into the details?• Majority of the work done is focused on theoretical implication of motivational theory that doesn’t assure for efficiency in real time scenario.• Although some effective framework has been design using Agile methodology but they fails to address the cumulative optimization of skilled resources.• The survey also explore a work done considering self-organizing team, but gaining the team-commitment is most challenging task. The guaranteed framework is yet to be designed posing obstruction in implementation of SCRUM.• The survey has also seen some publication using Lean Six Sigma, but reliability of the model along with its impact on the human resources and their profile upgradation is still yet to solve.• An effective team selection or work allocation process for skilled human resources using Agile process are yet to be explored.29/09/12
  5. 5. So, where is the problem?• Edward Deming (PDCA) mentions in his 14 principles that “Eliminate Management by Objective” and " …abolishment of the annual or merit rating …”.But, we cant really do that. Performance Management, is anecessary evil. The manager has to strike a balance betweensatisfying the organization’s need and also to satisfy his top ratedemployees.All appraisal systems followed in the industry worldwide; isdiametrically against the Agile philosophy. Because; the appraisalsystem is individual centric and Agile is team oriented.29/09/12
  6. 6. Factors for a ‘better’ situation …• Talent Management• Predominance for team in goal setting• Utilization Factor within the SCRUM Team• Progression & Promotion• Minimize the compensation differtials• High Performance Team29/09/12
  7. 7. Talent Management• Talent Management • ROAD • Respect Employees • Clarify Objectives • Increase Awareness • Create Dialogue • Important Aspects of Talent Management • Maintain Accountability • Integrate Development Into Work • Provide a Picture of High Performance • Give Your Employees Visibility to One Another. • Support People at Different Phases of Career Growth. • Evaluate Potential and Experience • Help People Figure Out What They Want • Create Processes that Strategically Engage People’s Attention.29/09/12
  8. 8. Predominance for team in goal setting• Manager assigns a wholesome goal for the team Ex. Release of XYZ 1.0• Individual goals sum-up to team goals and every member in the SCRUM team will share a common goal.• Year end rating is given to the team for the deliverable and not particularly to an individual• Individual goals are also required; but that need to be set carefully keeping in mind the career path of the individual and his/her efforts summing up to the team goal• Care should also be taken to make individual goals as generic as possible. Many traditional engineering goals for people are structured around owning a particular component or designing or implementing a component. These goals are inappropriate for an Agile team member because there is no room to redirect someone from contributing to the team’s goal of building value to a non-value-oriented goal of completing a component.29/09/12
  9. 9. Utilization Factor within the SCRUM Team• There’s no one better to know what you are doing that your team.. this phrase holds good in a SCRUM team. Manager can get a 360 degree anonymous feedback and then share it with the individual• Capacity burndown chart for the SCRUM team need to be maintained with the details possible ; which would enable the manager to identify the key performers of the team (based on the effort and topic) can be identified.• This will also help the manager or senior management to acquire new projects as per the available bandwidth and expertise.• Talent Management can also be achieved via this method29/09/12
  10. 10. Progression & Promotion• Model of progression and promotion would be more appropriate in an Agile environment. This would provide enough time for the manager and the peers to identify the strength of the individual• Individual also gets enough time to exhibit the required qualities that is required for him to move to the next level. • Ex: A default expectation from an individual in Tier 1 will be to act as a mentor for new entrants into the same level. This will be one of his yearly KPI. Level 2 Promotion Tier 1 Level 1 Progression Tier 2 Tier 1 Progression Tier 229/09/12
  11. 11. Minimize the compensation differentials• Despite having signed the CoBC; we very well see employees being curious about other’s remuneration , especially during the appraisal outcome period.• Individual gets demotivated and a drastic change in behavior is witnessed when he/she gets clear indication that peers are rewarded than them.• One reason people put so much weight onto such small differences is that they are looking for signs of recognition and appreciation. Give them the recognition and appreciation all of the time, throughout the year, and you will find that the need for a symbolic but inconsequential raise will shrink.29/09/12
  12. 12. High Performance Team Three main factors come into play in the shaping of a high-performance team: team structure, team relations, and the teams processing capability. Team Structure Team Relations Processing Capability •The teams vision is clearly defined. •A clear division of competences exists, •The team is empowered to make good •The teams goal is measurable, clearly so that power struggles and self- decisions on its own. prioritized, translated into daily tasks positioning are avoided. •The team has clear plans for the and agreed to by the team. •The teams discretion in relation to the solution of the tasks. •The roles are discussed, clarified and rest of the organization is clearly •The team has well performing the appropriate knowledge exists team- defined. procedures that enable them to work wide. •The division of powers among the effectively in the various activities that •Scope in relation to time, quality and management groups related to the are involved in forming the solution. economy is clear and communicated to teams work is clear. •The team has developed the capacity the team and stakeholders. for learning as an integral part of the work. •The team has developed agreements and rules of the game on inclusiveness.29/09/12