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A Case for the Design of Agile Project
Teams
PMI Mumbai Chapter
Vashi, 21st April 2013
Speaker : S.Vijaya Devi
Contents
•Traditional Software Development
•Agile Software Development
•Design of Agile Project Teams
•Facilitative Leadership
Software Engineering
• Borrowed from the classical engineering
disciplines
• Application of systematic, , disciplined,
quantifiable approach to the design,
development, operation, and maintenance
of software
Nature of Software
• Complexity
• Changeability
• Invisibility
Constraints of the real physical world are
not applicable to software
Classical Engineering
• Engineering components exist in the real,
physical world and are constrained by the
laws of that world
• Engineering components interact in
predictable ways
• Classical engineering disciplines have far less
mid-course design changes
FUNDAMENTAL PRINCIPLES
OF ENGINEERING
DISCIPLINES
Newtonian World Machine
• Clockwork Universe
• The world is a hermetically sealed clock
• The world is a machine
• The world is a closed system
Machine Age
• Determinism – everything can be determined
given enough information
• No chance for surprise or creativity
– Everything has a cause
– Linear causality
• Everything is constituted of matter
Machine Age
• Reductionism
• Everything can be explained by analyzing its
parts
• Analytical Thinking
• Cause-and-effect is sufficient to explain
everything
Scientific Management
• Fredrick Taylor showed the way to
mechanize
– Take the job apart and reduce to
elementary tasks
– Modern factory is a result of the analysis of
work and its mechanization
– Man became the extension of the machine
– Alienation of the worker from his job
Taylorism
• ‘Efficiency’ is the mantra
• Specialization of tasks
• Organization as a ‘machine’
• Machine needs to be supervised, man needs
to be supervised
• Separation of planning from operations
Taylorism
Taylorism
• Men and machine are glued together by
supervisors
• Supervisors control the variations and
‘absorb’ uncertainties
• Further supervisors need supervisors and so
on…
• Work, in order to be mechanized, needs to be
compartmentalized, creating silos
Traditional Mindset
• Stability is the norm
• The world is linear and predictable
• It’s controllable
• Minimize Change
• Increase the feeling of security by adding
rigor to the process
• Deliver on the planned results
• Use the plan to drive results
• Aim, aim, fire
Traditional Mindset
• Establish stronger procedures and policies
• Keep tight control on the process
• Correct to the baseline
• Be a task master
TRADITIONAL SOFTWARE
DEVELOPMENT
Characteristics of
Software Laws
• Ziv’s Law – “Specifications will never be fully
understood”
• Humphrey’s Uncertainty Principle – “For a
new software system, the requirements will
not be completely known until after the users
have used it”
• Wegner’s Lemma – “an interactive system
can never be fully specified”
Software Development
• Highly Variable Requirements
• Specialization and diversity of skills
• Changing nature of technology
• Managing people who deal with such
complexity
Software Development Processes
• Software Development Life Cycle (SDLC)
• Waterfall Model
– Requirements Specification
– Software Design
– Development and Integration
– Testing
– Implementation
– Maintenance
Software Development Processes
• The ‘Defined’ Process Control Model
– Every process is well-defined
– For a well-defined set of inputs, there is a
well-defined set of outputs
– Every process is predictable
– Every process is repeatable
Defined Process Control
• "A defined process is an amount of tightly coupled
steps where the output from one step is the input
to the next step and where no observation or
evaluation of the output is done to feedback to the
process. A defined process when started will run
to the end without any checkpoint. The output
from a defined process should always be the same
or with little variance given the same input to the
process."
Software Development Processes
• Is ‘Defined’ Process Control the right method
for software development processes ?
• Software Development
– Too complex
– Unpredictable
– Highly creative
Software Development Processes
• Assumptions
– Extensive upfront planning to deal with
risks
– Problems can be well-defined and an
optimum solution can be devised
– Processes are predictable, repeatable and
optimised
– Processes can be adequately measured and
controlled
Management Structure
• Design of an organization is influenced
heavily by the set of assumptions and beliefs
• A mechanistic view of the organization leads
to the belief
– That people are akin to machines
– That people have to be supervised
– They have to be controlled
– They have to be directed
– They have functions, and not purpose
Management Structure
• Design of the organizations
– Hierarchical, with a ‘command-and-
control’ style
– Design tuned for high-performance in a
stable environment
– High formalization and standardization
– Specialization of jobs
– Limited Customer involvement
NON-TRADITIONAL
DEVELOPMENT ENVIRONMENTS
Agile Methodologies
• SCRUM
• XP
• DSDM
• Crystal
Agile Methodologies
• Empirical Process Control
• Thinking and designing organizations as
whole ‘systems’
Software Development Processes
• “The empirical model of process control
provides and exercises control
through frequent inspection and adaptation for
processes that are imperfectly defined and
generate unpredictable and unrepeatable
outputs”
Empirical Process Control
• Expects the ‘unexpected’
• Does not try to define any process completely
• Acknowledges the fact that complex
processes are unpredictable and not
repeatable
• Control is exercised through frequent
inspection and adaptation
Sprint in SCRUM
• Iterative or incremental development
• Daily stand-ups
• Retrospective and Reviews
• Processes are improved over a period of time
• Flexibility and adaptation is built-in
Management Structure
• Teams are self-organizing
• The Scrum Master role is that of a facilitative
leader
• Less formalization, decentralization and less
supervision
• Cross-functional team with diverse set of
skills
• Collaboration with customer directly
Challenges
• Mechanistic to organic design of
organizations
• Moving away from ‘process-centric’ to
‘adaptive’
• Relinquishing ‘command-and-control’
• Setting up self-organized teams
• Redesign of HR processes
SELF-ORGANIZED TEAMS
Self-organized Teams
• Socio-technical Systems
• Work systems have both technical and social
sub-systems
• Technical subsystem – tools and processes
necessary to create products and services
• Social subsystem – work structure that relates
people to the technical subsystem and to each
other
Design Issues
• Unit of Design : Individual vs group
•Technology needs interdependence of tasks
• Locus of Control : external vs internal
– Primary objective is to reduce variation
from goals
•External control (hierarchy, standardization)
•Internal control (self-regulate)
•Control mechanism required to manage
uncertainty
Design Issues
• Source of Uncertainties
– High when the task environment is
complex and changing
•Is it possible to predict the rate and nature of
changes coming from the customer ?
– Arising from the technological conversion
of customer requirements to products and
services
•Technology is unknown/new, competent staff
not available
Design Issues
• External control in managing the above
uncertainties is ineffective with outside
control
• Regulatory mechanisms are better handled by
those closer to the uncertainties
Self-organized Teams
• 3 conditions to form a self-organized team
– Task Differentiation
– Boundary Control
– Task Control
Self-organized Teams
• Task Differentiation
– The group task is ‘autonomous’, it is
complete in itself
– The more autonomous the group, the more
differentiated it’s boundary from other
organizational units
– Binds the interdependent tasks into a
common unit
– Contains the variances within the
boundary
Self-organized Teams
• Boundary Control
– Transactions with their task environments,
rate and type of inputs and outputs
– A well-defined work area
– Competent workers with a sufficient
variety of skills, which reduces
dependency on external environment
– Group responsibility for boundary control
decisions
Self-organized Teams
• Task Control
– To choose appropriate methods and tools
to complete the task
– To make variations on the processes to
match environmental changes
– Influence over task goals so as to allow
modification depending on emergent
situations
– Feedback of measure of group
performance
Job Characteristics Model
• Task design is key for employee motivation
• Job characteristics
– Skill variety
– Task identity
– Task significance
– Autonomy
– Feedback
• Psychological conditions of wellbeing
Self-organized Teams
• Skill Variety, Task Identity, Task significance
– Personally meaningful work
– Enhance self-regulation
• Skill variety
– Enable responding to changes from
environment
• Task identity
– Grouping interdependent tasks and
controlling variances within the unit
• Task significance
– Satisfies the need to relate individual
contributions to those of other workers
ROLE OF THE FACILITATIVE
LEADER
Role of the Leader
• Not a manager for the team or the project
• More a facilitator than a leader
• Sometimes called a servant leader
• Sometimes a coordinator
Responsibilities
• Help the team achieve business value
• Does not tell the team what to do or how to
do
• Help the group maintain it’s boundaries, by
managing uncertainties
• Removing obstacles to progress
• Manage the process
Group Structure
Mission & vision
Group culture
Clear goals
Motivating tasks
Clearly defined roles
Group norms
Sufficient time
Group Context
Mission & vision
Supportive culture
Rewards consistent with objectives
design
Information including feedback
Training & consultation
Technological & material resource
Physical environment
Group Process
Problem solving
Decision making
Conflict management
Communication
Boundary management
Facilitative Model
• Determine whether a team is effective
• Identify which factors that contribute to
effectiveness are missing
• Know how to intervene to help a group
become more effective
Group Processes
• Problem Solving
• Decision Making
• Conflict Management
• Communication
• Boundary Management
Group Structure
• Mission and Shared Vision
• Group Culture
• Goals
• Motivating Group Tasks
• Clearly Defined Roles
• Group Norms
• Sufficient Time
Group Context
• Mission and a shared vision
• Supportive Organizational Culture
• Rewards Consistent with Group Objectives
and Design
• Information, including feedback about
Performance
• Training and Consultation
• Technology and Material Resources
• Physical Environment
THANK YOU

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Traditional to Agile Development

  • 1. A Case for the Design of Agile Project Teams PMI Mumbai Chapter Vashi, 21st April 2013 Speaker : S.Vijaya Devi
  • 2. Contents •Traditional Software Development •Agile Software Development •Design of Agile Project Teams •Facilitative Leadership
  • 3. Software Engineering • Borrowed from the classical engineering disciplines • Application of systematic, , disciplined, quantifiable approach to the design, development, operation, and maintenance of software
  • 4. Nature of Software • Complexity • Changeability • Invisibility Constraints of the real physical world are not applicable to software
  • 5. Classical Engineering • Engineering components exist in the real, physical world and are constrained by the laws of that world • Engineering components interact in predictable ways • Classical engineering disciplines have far less mid-course design changes
  • 7. Newtonian World Machine • Clockwork Universe • The world is a hermetically sealed clock • The world is a machine • The world is a closed system
  • 8. Machine Age • Determinism – everything can be determined given enough information • No chance for surprise or creativity – Everything has a cause – Linear causality • Everything is constituted of matter
  • 9. Machine Age • Reductionism • Everything can be explained by analyzing its parts • Analytical Thinking • Cause-and-effect is sufficient to explain everything
  • 10. Scientific Management • Fredrick Taylor showed the way to mechanize – Take the job apart and reduce to elementary tasks – Modern factory is a result of the analysis of work and its mechanization – Man became the extension of the machine – Alienation of the worker from his job
  • 11. Taylorism • ‘Efficiency’ is the mantra • Specialization of tasks • Organization as a ‘machine’ • Machine needs to be supervised, man needs to be supervised • Separation of planning from operations
  • 13. Taylorism • Men and machine are glued together by supervisors • Supervisors control the variations and ‘absorb’ uncertainties • Further supervisors need supervisors and so on… • Work, in order to be mechanized, needs to be compartmentalized, creating silos
  • 14. Traditional Mindset • Stability is the norm • The world is linear and predictable • It’s controllable • Minimize Change • Increase the feeling of security by adding rigor to the process • Deliver on the planned results • Use the plan to drive results • Aim, aim, fire
  • 15. Traditional Mindset • Establish stronger procedures and policies • Keep tight control on the process • Correct to the baseline • Be a task master
  • 17. Software Laws • Ziv’s Law – “Specifications will never be fully understood” • Humphrey’s Uncertainty Principle – “For a new software system, the requirements will not be completely known until after the users have used it” • Wegner’s Lemma – “an interactive system can never be fully specified”
  • 18. Software Development • Highly Variable Requirements • Specialization and diversity of skills • Changing nature of technology • Managing people who deal with such complexity
  • 19. Software Development Processes • Software Development Life Cycle (SDLC) • Waterfall Model – Requirements Specification – Software Design – Development and Integration – Testing – Implementation – Maintenance
  • 20. Software Development Processes • The ‘Defined’ Process Control Model – Every process is well-defined – For a well-defined set of inputs, there is a well-defined set of outputs – Every process is predictable – Every process is repeatable
  • 21. Defined Process Control • "A defined process is an amount of tightly coupled steps where the output from one step is the input to the next step and where no observation or evaluation of the output is done to feedback to the process. A defined process when started will run to the end without any checkpoint. The output from a defined process should always be the same or with little variance given the same input to the process."
  • 22. Software Development Processes • Is ‘Defined’ Process Control the right method for software development processes ? • Software Development – Too complex – Unpredictable – Highly creative
  • 23. Software Development Processes • Assumptions – Extensive upfront planning to deal with risks – Problems can be well-defined and an optimum solution can be devised – Processes are predictable, repeatable and optimised – Processes can be adequately measured and controlled
  • 24. Management Structure • Design of an organization is influenced heavily by the set of assumptions and beliefs • A mechanistic view of the organization leads to the belief – That people are akin to machines – That people have to be supervised – They have to be controlled – They have to be directed – They have functions, and not purpose
  • 25. Management Structure • Design of the organizations – Hierarchical, with a ‘command-and- control’ style – Design tuned for high-performance in a stable environment – High formalization and standardization – Specialization of jobs – Limited Customer involvement
  • 27. Agile Methodologies • SCRUM • XP • DSDM • Crystal
  • 28. Agile Methodologies • Empirical Process Control • Thinking and designing organizations as whole ‘systems’
  • 29. Software Development Processes • “The empirical model of process control provides and exercises control through frequent inspection and adaptation for processes that are imperfectly defined and generate unpredictable and unrepeatable outputs”
  • 30. Empirical Process Control • Expects the ‘unexpected’ • Does not try to define any process completely • Acknowledges the fact that complex processes are unpredictable and not repeatable • Control is exercised through frequent inspection and adaptation
  • 31. Sprint in SCRUM • Iterative or incremental development • Daily stand-ups • Retrospective and Reviews • Processes are improved over a period of time • Flexibility and adaptation is built-in
  • 32. Management Structure • Teams are self-organizing • The Scrum Master role is that of a facilitative leader • Less formalization, decentralization and less supervision • Cross-functional team with diverse set of skills • Collaboration with customer directly
  • 33. Challenges • Mechanistic to organic design of organizations • Moving away from ‘process-centric’ to ‘adaptive’ • Relinquishing ‘command-and-control’ • Setting up self-organized teams • Redesign of HR processes
  • 35. Self-organized Teams • Socio-technical Systems • Work systems have both technical and social sub-systems • Technical subsystem – tools and processes necessary to create products and services • Social subsystem – work structure that relates people to the technical subsystem and to each other
  • 36. Design Issues • Unit of Design : Individual vs group •Technology needs interdependence of tasks • Locus of Control : external vs internal – Primary objective is to reduce variation from goals •External control (hierarchy, standardization) •Internal control (self-regulate) •Control mechanism required to manage uncertainty
  • 37. Design Issues • Source of Uncertainties – High when the task environment is complex and changing •Is it possible to predict the rate and nature of changes coming from the customer ? – Arising from the technological conversion of customer requirements to products and services •Technology is unknown/new, competent staff not available
  • 38. Design Issues • External control in managing the above uncertainties is ineffective with outside control • Regulatory mechanisms are better handled by those closer to the uncertainties
  • 39. Self-organized Teams • 3 conditions to form a self-organized team – Task Differentiation – Boundary Control – Task Control
  • 40. Self-organized Teams • Task Differentiation – The group task is ‘autonomous’, it is complete in itself – The more autonomous the group, the more differentiated it’s boundary from other organizational units – Binds the interdependent tasks into a common unit – Contains the variances within the boundary
  • 41. Self-organized Teams • Boundary Control – Transactions with their task environments, rate and type of inputs and outputs – A well-defined work area – Competent workers with a sufficient variety of skills, which reduces dependency on external environment – Group responsibility for boundary control decisions
  • 42. Self-organized Teams • Task Control – To choose appropriate methods and tools to complete the task – To make variations on the processes to match environmental changes – Influence over task goals so as to allow modification depending on emergent situations – Feedback of measure of group performance
  • 43. Job Characteristics Model • Task design is key for employee motivation • Job characteristics – Skill variety – Task identity – Task significance – Autonomy – Feedback • Psychological conditions of wellbeing
  • 44. Self-organized Teams • Skill Variety, Task Identity, Task significance – Personally meaningful work – Enhance self-regulation • Skill variety – Enable responding to changes from environment • Task identity – Grouping interdependent tasks and controlling variances within the unit • Task significance – Satisfies the need to relate individual contributions to those of other workers
  • 45. ROLE OF THE FACILITATIVE LEADER
  • 46. Role of the Leader • Not a manager for the team or the project • More a facilitator than a leader • Sometimes called a servant leader • Sometimes a coordinator
  • 47. Responsibilities • Help the team achieve business value • Does not tell the team what to do or how to do • Help the group maintain it’s boundaries, by managing uncertainties • Removing obstacles to progress • Manage the process
  • 48. Group Structure Mission & vision Group culture Clear goals Motivating tasks Clearly defined roles Group norms Sufficient time Group Context Mission & vision Supportive culture Rewards consistent with objectives design Information including feedback Training & consultation Technological & material resource Physical environment Group Process Problem solving Decision making Conflict management Communication Boundary management
  • 49. Facilitative Model • Determine whether a team is effective • Identify which factors that contribute to effectiveness are missing • Know how to intervene to help a group become more effective
  • 50. Group Processes • Problem Solving • Decision Making • Conflict Management • Communication • Boundary Management
  • 51. Group Structure • Mission and Shared Vision • Group Culture • Goals • Motivating Group Tasks • Clearly Defined Roles • Group Norms • Sufficient Time
  • 52. Group Context • Mission and a shared vision • Supportive Organizational Culture • Rewards Consistent with Group Objectives and Design • Information, including feedback about Performance • Training and Consultation • Technology and Material Resources • Physical Environment