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What differentiates a successful software development culture? What differentiates high performance teams?
Almost all of us have been on a high performance team. Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy - than any other team in our careers.
What made it so? And what can we do to get it again?
Successful software development cultures are ones that are not just performant but that also delight customers and are a joy for every team member to be part of.
One of the characteristics that differentiates agile cultures is that (finally!) it’s not just managers who are responsible for crafting culture - but everyone. Yes, every one of the various kinds of managers engaged with product and project teams have a role in crafting culture and supporting the emergence of high performance teams. But agile, done well, means every one of us engages in crafting it.
Ultimately, stellar team experiences derive from us. We need to truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence from whence we’ve come.
How can people who are often introverted, highly-logical, independent thinkers not only form teams but make those teams self-organizing and high-performance? What’s the role of leaders in crafting culture that supports emergence of high performance teams? What can we all do to be part of a high performance team once again? How do we make our dream teams come true?
Takeaways / Lessons to be learned:
▪ What constitutes and characterizes a dream team?
▪ What’s the connection between agile teams and dream teams?
▪ What differentiates great agile teams from mediocre ones?
▪ What’s the role of managers, product managers, product owners, program managers and scrum masters in fostering dream teams?
▪ What’s the role of team members in fostering dream teams?
▪ Take away what you can do to transform your team to a dream team.
Talk delivered to Agile Iowa, Silicon Valley Code Camp, San Mateo Scrum Professionals, Silicon Valley Agile Camp, Eastern Iowa Agile, and Silicon Valley Agile Trends & Leadership
In addition to training teams in scrum, taking on interim VP Engineering roles, and advising organizations and coaching teams to make their software development "hum", Ron Lichty mentors managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). His book was recently released as video training, http://www.ManagingTheUnmanageable.net/video.html