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Teamwork - making your dream team come true

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Agile Iowa 10.16, Silicon Valley Agile Trends & Leadership 4.17

What differentiates a successful software development culture?

Almost all of us have been on a high performance team. Just invite us, and we’ll sign up for another in a second! Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy than at any other time in our careers. What made it so? And what can we do to get it again?

We think successful software development cultures are ones that are not just performant but that both 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. And agile, done well, means every one of us engages in the crafting of it.

But agile asks people who are often introverted, highly-logical, independent thinkers not only to form teams but to make those teams self-organizing. It asks every team member to step up and collaborate.

Agile offers each of us the promise of a stellar team experience – provided we and every one of our peers steps up to make it so. We need to no longer just perform as individuals, but truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence that got us through school and into industry.

Speaker

Ron Lichty

In addition to training teams in agile, Ron Lichty has spent years coaching 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 annual Study of Product Team Performance (http://www.ronlichty.com/study.html).

Published in: Software

Teamwork - making your dream team come true

  1. 1. Teamwork: Making Your Dream Team Come True Ron Lichty | Ron Lichty Consulting Ron@RonLichty.com | www.ronlichty.com
  2. 2. Ron Lichty, Managing Software People & Teams SOFTWEST © Ron Lichty 2
  3. 3. Coauthor, Study of Product Team Performance http://www.ronlichty.com/study.html 3(c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  4. 4. Addison Wesley: http://www.ManagingTheUnmanageable.net (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 4
  5. 5. Rules of Thumb / Nuggets of Wisdom* * 300 in the book / more at http://managingtheunmanageable.net/morerulesofthumb.html 5(c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  6. 6. Rules of Thumb / Nuggets of Wisdom* •  Measure twice, cut once. •  Life is simpler when you plow around the stump. •  Brooks’s Law: Adding manpower to a late software project makes it later. --Fred Brooks •  I don’t care how good a team is today; if they aren’t better a year from now, they’re not agile. --Mike Cohn * 300 in the book / more: http://managingtheunmanageable.net/morerulesofthumb.html (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 6
  7. 7. Agenda •  Teams –  and dream teams •  Agile Practices –  and agile values •  Doing Agile –  and being agile •  Fostering Greatness –  Practice Greatness (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 7
  8. 8. Teams By Pictofigo (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commonsense, This file is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported license. Free to share and remix/adapt. http://commons.wikimedia.org/wiki/File:Pictofigo-Scrum.p (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 8
  9. 9. •  Think about… The best team you’ve been on? The most high performance team? Brainstorm: What were the… • characteristics • relationships • qualities • ways of being . . . that made it stand out? Teams (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 9
  10. 10. “It isn’t teamwork that is difficult. “It’s initiating teamwork in a world of business that is antagonistic toward teamwork [that is difficult].” --Christopher Avery, Teamwork Is an Individual Skill Teams (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 10
  11. 11. Agile (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 11
  12. 12. Agile Practices (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 12
  13. 13. Agile Practices Deliver Value (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 13 By Michaelblinkpipe (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commons, https://commons.wikimedia.org/wiki/File%3AAn_Abcam_stand_up_meeting_using_BlinkPipe_video_conferencing..png
  14. 14. Agile Practices Deliver Value •  Planning Daily •  Planning Weekly (or biweekly or…) •  Planning Publicly & Transparently •  Ordering Work Based on Customer Value •  Together defining “Done” •  Relative Sizing •  Delivering Frequently •  Sharing how we’re doing •  Reflecting on how to do better(c) Ron Lichty: Teamwork: Making Your Dream Team Come True 14
  15. 15. Agile Practices Deliver Value •  Standups –  Standups matter: –  Effective, Daily Standups --2015 Study of Product Team Performance (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 15
  16. 16. Agile Practices Deliver Value •  Definitions of Done –  Definitions of Done matter: –  Created within the team --2016 Study of Product Team Performance (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 16
  17. 17. Agile Practices Deliver Value (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 17
  18. 18. Voting Machines Deliver Value, too 18(c) Ron Lichty: Teamwork: Making Your Dream Team Come True By Seattle Municipal Archives from Seattle, WA (Voting machine, 1971) [CC BY 2.0 (http://creativecommons.org/licenses/by/2.0)], via Wikimedia Commons
  19. 19. Voting Machines Deliver Value, too •  But voting machines don’t make us a democracy (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 19
  20. 20. Voting Machines Deliver Value, too •  But voting machines don’t make us a democracy •  Democracy emanates from –  Values –  Principles (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 20
  21. 21. Similarly… Agile Practices Don’t Make Us Agile Agile Practices Don’t Deliver Great Teams (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 21
  22. 22. Agile Values Inspire Great Teams (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 22
  23. 23. Agile Values Inspire Great Teams •  Build projects around motivated individuals •  Trust… to get the job done •  Face-to-face conversation •  Self-organizing teams •  The team reflects, …tunes, …adjusts -- http://agilemanifesto.org/ (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 23
  24. 24. Self-Organizing Teams (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 24
  25. 25. Self-Organizing Teams •  If our self-organizing team were an acting troupe, … What kind of acting do we do? (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 25
  26. 26. Self-Organizing Teams •  If our self-organizing team were an acting troupe, … What kind of acting do we do? •  If our self-organizing team were a music group, … What kind of music do we perform? (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 26
  27. 27. Self-Organizing Teams •  If our self-organizing team were an acting troupe, … What kind of acting do we do? •  If our self-organizing team were a music group, … What kind of music do we perform? •  Who is the leader? (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 27
  28. 28. Best Teams •  A relationship? between – Shared Leadership (Agile Values) – Best Team characteristics (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 28
  29. 29. Shared Leadership ßà Best Teams? •  Build projects around motivated individuals •  Trust… to get the job done •  Face-to-face conversation •  Self-organizing teams •  The team reflects, …tunes, …adjusts -- http://agilemanifesto.org/ (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 29
  30. 30. Projects Not Suitable for Agile? (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 30
  31. 31. Projects Not Suitable for Agile? •  Micromanagement (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 31
  32. 32. Projects Not Suitable for Agile? •  Micromanagement disrupts Agile •  Micromanagement prevents Best Teams •  Micromanagement prevents Learning •  Micromanaged teams become order-takers (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 32
  33. 33. Projects Not Suitable for Agile? •  Micromanagement disrupts Agile •  Micromanagement prevents Best Teams •  Micromanagement prevents Learning •  Micromanaged teams become order-takers •  Agile calls for everyone on the team to step up •  Micromanagement causes everyone to step back (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 33
  34. 34. Managers and Agile •  “A common misconception is that because of this reliance on self-organizing teams, there is little or no role for leaders of agile teams. Nothing could be further from the truth.” --Mike Cohn, Succeeding with Agile 34(c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  35. 35. •  Managers of teams •  Project managers •  Program managers •  Scrum masters •  Product managers? •  Product owners? Shared Leadership… and Managers (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 35
  36. 36. •  What do all those managers have in common? Shared Leadership… and Managers (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 36
  37. 37. •  Traditionally, managers: –  run things –  give direction –  tell people what to do –  like being the center of attention Shared Leadership… and Managers (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 37
  38. 38. “If you’re the ScrumMaster and everyone is looking at you, you’re doing it wrong.” --Marilson Campos Shared Leadership… and Managers (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 38
  39. 39. the Agile Manager Squeeze youyouyouyou herehereherehere areareareare OrganizationalOrganizationalOrganizationalOrganizational ChangesChangesChangesChanges My JobMy JobMy JobMy Job ChangesChangesChangesChanges TeamTeamTeamTeam ChangesChangesChangesChanges Peer & PartnerPeer & PartnerPeer & PartnerPeer & Partner ChangesChangesChangesChanges LeadershipLeadershipLeadershipLeadership ChangesChangesChangesChanges Welcome to Agile! --Agile Learning Labs, Laura Powers 39(c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  40. 40. The Problem: ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp)
  41. 41. The Problem: Where Is the Manager? ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp)
  42. 42. Agile: “Servant Leaders” (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 42
  43. 43. Managers and Agile •  Fostering an Agile Culture •  Modeling, Defending, Evangelizing Agile Values •  Empowering Self-Organization & Excellence 43(c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  44. 44. Managers and Agile •  Fostering an Agile Culture •  Modeling, Defending, Evangelizing Agile Values •  Empowering Self-Organization & Excellence •  Removing Impediments 44(c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  45. 45. Managers and Agile •  Fostering an Agile Culture •  Modeling, Defending, Evangelizing Agile Values •  Empowering Self-Organization & Excellence •  Removing Impediments •  Counseling, Coaching and Mentoring •  Scaling Scrum •  Hiring and Firing 45(c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  46. 46. Managers and Agile •  Fostering an Agile Culture •  Modeling, Defending, Evangelizing Agile Values •  Empowering Self-Organization & Excellence •  Removing Impediments 46(c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  47. 47. Creating an Agile Culture •  Theory Y: “enabling”, “empowering”, “developmental", “continuous improvement” -> Servant Leadership McGregor's X-Y Theory 47(c) Ron Lichty: Teamwork: Making Your Dream Team Come True Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams , http://www.ManagingTheUnmanageable.net
  48. 48. Managers and Agile •  Creating an Agile Culture Lean-Agile management is the art of leading people, not managing them... Leading people involves creating the correct environment, focusing them on the right things, and trusting them to do their work... In Lean-Agile, the manager has two primary responsibilities: • setting the outcomes or goals expected of the team; • assisting the doers in creating a better process and workspace to get their jobs done... --Alan Shalloway, Net Objectives 48(c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  49. 49. Delegation & Empowerment •  Rules of Thumb Management sets the boundaries of what needs to be done and says to the team, I trust you to figure out how to get it done. (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 49
  50. 50. Delegation & Empowerment Trust but verify. (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 50
  51. 51. Delegation & Empowerment 51 Trust but verify. -RONALD REAGAN (c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  52. 52. Delegation & Empowerment 52 Trust but verify. -RONALD REAGAN quo-ng VLADIMIR LENIN (c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  53. 53. –  imperative not to micromanage –  the essence of delegation –  setting expected outcomes for teams Delegation & Empowerment 53 Trust but verify. -RONALD REAGAN quo-ng VLADIMIR LENIN (c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  54. 54. Delegation & Empowerment 54 Trust but verify. -RONALD REAGAN quo-ng VLADIMIR LENIN I inspect what I expect. - ALAN LEFKOF, Netopia CEO, quo-ng LOU GERSTNER (c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  55. 55. Creating an Agile Culture •  Establishing Culture 55 http://www.ManagingTheUnmanageable.net (c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  56. 56. Managers and Agile •  Empowering Self-Organization & Excellence When teams self-organize there's still plenty for managers to do... a managers job is to engineer the organization so that teams can do their best work. --Esther Derby, co-founder, Scrum Alliance 56(c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  57. 57. Managers and Agile •  Removing Distractions and Impediments Be a damper to the noise. --Joe Kleinschmidt, CTO John Evans, Winchester, Hants, United Kingdom, www.thetippingpoint.co.uk 57(c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  58. 58. Managers and Agile •  Model, Defend, Evangelize Agile Values “Managers are still needed. Not so much for their planning and controlling ability, but for the important job of interfacing on the team’s behalf with the rest of the organization.” --Diana Larsen, co-author, Agile Retrospectives 58(c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  59. 59. Communicating •  Create a culture of communication –  at every level –  with everyone •  up, down, within and across •  “We have two ears and one mouth. Use them in this ratio.” — Kimberly Wiefling (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 59
  60. 60. Communication 60 You cannot overcommunicate. -RON LICHTY (c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  61. 61. Virtual Teams •  There is never enough communication •  Commitment to communicate •  No substitute for face-to-face meetings 61 The more distance between teammates, the more you have to formalize communication and make it explicit. -TED YOUNG, Development Manager & Agile Coach, Guidewire (c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  62. 62. How Do We Foster Dream Teams? •  Foster shared leadership & an Agile Culture •  Model, Defend, Evangelize Agile Values •  Trust Our People •  Shield Teams from Politics & Distraction •  Remove Impediments •  Empower Self-Organization & Excellence •  Create a Culture of Communication (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 62
  63. 63. Ron Lichty Consulting •  Mentoring, coaching, training, consulting: –  http://ronlichty.com, Ron@RonLichty.com •  The book: Managing the Unmanageable: Rules, Tools & Insights for Managing Software People & Teams –  http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb •  The video training: LiveLessons: Managing Software People and Teams –  http://ManagingTheUnmanageable.net/video.html •  The study: The Study of Product Team Performance –  http://ronlichty.com/study.html •  Training: The Agile Manager Managing Software People and Teams Zero to Agile in Three Days 63(c) Ron Lichty: Teamwork: Making Your Dream Team Come True

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