This document provides an introduction to team self-selection for agile teams. It outlines an agenda for a workshop on the topic, including defining what self-selection is, why it is used, and how to implement a self-selection process. The workshop involves defining team parameters, having individuals self-select their teams, and doing a team-building exercise to test the newly formed teams. Attendees then provide feedback on their experiences in a retrospective at the end. The goal is for participants to learn about self-selection, meet other agile practitioners, and have an enjoyable experience forming and working in teams.

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TEAM SELF-SELECTION
FOR AGILE TEAMS
- AN INTRODUCTION
NIELS HARRE
@HAR1
HTTPS://WWW.LINKEDIN.COM/IN/NIELSHARRE/

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AGENDA
16:45 Doors open
17:00 Welcome & intro
Why team self-selection
How to run a self-selection process
Try a self selection process
18:00 Sandwiches and beverages
18:30 Team exercise
Shared learnings
19:00 Goodbye

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WHAT IS SELF-SELECTION?
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WHAT IS SELF-SELECTION?
A facilitated process of letting people
self-organize into small, cross-functional teams.
Source: http://nomad8.com/self-selection-on-a-page/

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WHY TEAM SELF-SELECTION?
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WHY?
It is the fastest and most efficient way to form stable teams, and
is based on the belief that people are at their happiest and most
productive if
they can choose what they work on and who they work with.
Source: http://nomad8.com/self-selection-on-a-page/

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INTERESTED TO READ MORE?
Creating Great Teams
By Sandy Mamoli & David Mole
https://www.amazon.com/Creating-Great-Teams-Self-Selection-People/dp/1680501283

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HOW?
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DEFINE THE “WHAT”

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DEFINE “SYSTEM” CONSTRAINTS
Benevolent
dictatorship
Self-
selection
?

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DEFINE “SYSTEM” CONSTRAINTS
Benevolent
dictatorship
Self-
selection
?

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GUIDELINE FOR TEAM-SELECTION
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 Teams should be ready to pull from a common
backlog at the PIPE and be capable of delivering
end-to-end for a pulled feature.
 An optimal distribution of skills in each team is
preferable so that a team can deliver a feature
with as few dependencies to other teams as
possible.
 We have three teams.
 Teams are to be made up of 4 to 6 persons
excluding the Scrum Master and Product Owner.
Cross functional team Component team

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Evaluate in
team
[5 min]
Evaluate in
group
[5-10 min]
Converging
result?
Remove all
and start
from
scratch
Self-
selection
[10 min]
AN ITERATIVE PROCESS
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Enter
Exit

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THE PROCESS
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• TEAM • TEAM • TEAM • UNDECIDED

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THE PROCESS
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• TEAM • TEAM • TEAM • UNDECIDED

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THE PROCESS
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• TEAM • TEAM • TEAM • UNDECIDED

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LET’S TRY IT
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OUTCOME FROM TODAY
Have fun!
Meet new agile practitioners in The Agility Lab Community – that’s us!
Learn a new method
Experience in person how it makes us feel

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• Name tag: Write your name on a white sticker and put on you shirt (somewhere visible).
• Write your name on a green sticky note with the black 777 pen at your desk
• Take two colored circular stickers at your desk and stick
• One on your name tag, and
• One on the green sticky note with your name.

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CONSTRAINTS
Maximum 10 teams
4-6 persons per team
All five colors should be presented in each team

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QUESTIONS?

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LET’S START
THE SELF-SELECTION
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TIME FOR A BREAK
In the break
you have an opportunity to come up with a
name of your new team!

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EXERCISE
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CHALLENGE
The tallest Marshmallow Tower

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EXECUTE IN YOUR TEAMS
• Execute
• https://www.toastmasters.org/~/media/8a6a24ead731427190be0352ea2996e7.ashx
• Delivery: The tallest Marshmallow Tower:
Assemble the tallest freestanding structure in a given time period with set materials.
• Materials:
- 10 sticks
- One marshmallow
- One meter of string
- One meter of tape

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RETROSPECTIVE
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TODAY WE WANTED THE FOLLOWING OUTCOME
Have fun!
Meet new agile practitioners in The Agility Lab Community – that’s us!
Learn a new method
Experience in person how it makes us feel

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RETROSPECTIVE
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In your teams [5 mins]
Write down your
learnings and experiences
from today
How did the team function?
What were your team’s strengths or frustrations?
What do you think of the method?
In plenum [10 mins]
Share your experiences

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31. © 2017© 2017
LEGAL
DISCLAIMER
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However, SimCorp does not guarantee or warrant the
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The views and opinions expressed in this publication are
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