Great Agile Teams
Or where do they come from?
agile42 | We advise, train and coach companies building software

www.agile4...
an agile team has different,
often conflicting objectives,
depending on your point of view

agile42 | We advise, train and ...
“A team effort is a lot of
people doing what I say.”
Michael Winner
British Writer and Film
Director

agile42 | We advise,...
"What we need to do is
learn to work in the
system, by which I mean
that everybody is there not
for individual competitive...
steps to forming a
fantastic team

characteristics of
an agile team

agile42 | We advise, train and coach companies buildi...
characteristics of a
scrum team

cross-functional
7±2 people
co-located

agile42 | We advise, train and coach companies bu...
cross-functional teams
agile42 | We advise, train and coach companies building software

the team includes all the skills
...
every team will have its specialists
working together to deliver an end
product

agile42 | We advise, train and coach comp...
sometimes you can’t because of:
scaling - too many people or too
big of a product

agile42 | We advise, train and coach co...
sometimes you can’t because of:
scaling - too many people or too
big of a product
different technologies, products,
backlo...
sometimes you can’t because of:
scaling - too many people or too
big of a product
different technologies, products,
backlo...
sometimes you can’t because of:
scaling - too many people or too
big a product
different technologies, products,
backlogs
...
specialists exist on the team,
but every team member pitches in to help
when necessary

agile42 | We advise, train and coa...
a result of self-organization, not
cross-functionality

agile42 | We advise, train and coach companies building software

...
optimum (agile) team size
is 7±2 people
agile42 | We advise, train and coach companies building software

The Ringelmann e...
the Ringelmann effect
The more people
Ringelmann added to a
group, the greater the
decline in personal effort.
Three peopl...
social loafing
(and coordination losses)

increase with team size

agile42 | We advise, train and coach companies building ...
the perfect size is...

agile42 | We advise, train and coach companies building software

www.agile42.com |

All rights re...
co-located vs. virtual
agile42 | We advise, train and coach companies building software

many aspects of distributed
teams...
global market in labor
means distributed or virtual teams
are here to stay in many
businesses today

agile42 | We advise, ...
many agile practices work just great
with distributed teams

agile42 | We advise, train and coach companies building softw...
agile practices support
distributed teams
“Teams in which leaders
periodically gathered
information about others
and revea...
significant risk factors
for virtual teams
• Insufficient knowledge transfer
• Lack of project team cohesion
• Cultural or l...
common misperceptions: harmony helps
Harmony helps

disagreements can be good
for a team
Six Common Misperceptions about T...
Dear ScrumMaster,
Remember:
- don’t let it get personal
- or get out of hand
Yours
The Team
agile42 | We advise, train and...
common misperceptions: its good to mix it up
Its good to mix it up

the longer a team stays
together, the better they do
S...
again a fact of corporate life...

agile42 | We advise, train and coach companies building software

www.agile42.com |

Al...
but get experience of excellence before
breaking up teams
and try to keep a critical mass together

agile42 | We advise, t...
common misperceptions: it depends on the leader
It all depends on the
leader

Six Common Misperceptions about Teamwork
by ...
leadership challenge
“…most of the highperformance teams were
not manager-led teams.
They were teams where the
management ...
common misperceptions: teamwork is magical
Teamwork is magical

It takes careful thought and
preparation to stack the deck...
•
•
•
•

Great Agile Teams
Cross-functional and self-organized
Size is important
(beware the Ringelmann Effect)
Collocated...
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Great Agile Teams @ SDEC13, Winnipeg

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Agile teams form the building blocks for agility. Having strong agile teams allows an organization to overcome systemic issues and adapt the product development process to the needs of the business. Agile teams that are not self-organizing and continually learning can quickly become subsumed by the challenges around them. So what does it mean for a team to be agile? We look at the fundamental characteristics of high performing teams, and how to influence the team environment and selection in order to initiate a team for success.

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Great Agile Teams @ SDEC13, Winnipeg

  1. 1. Great Agile Teams Or where do they come from? agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  2. 2. an agile team has different, often conflicting objectives, depending on your point of view agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  3. 3. “A team effort is a lot of people doing what I say.” Michael Winner British Writer and Film Director agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  4. 4. "What we need to do is learn to work in the system, by which I mean that everybody is there not for individual competitive profit or recognition, but for contribution to the system as a whole on a win-win basis." W. Edward Deming agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  5. 5. steps to forming a fantastic team characteristics of an agile team agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  6. 6. characteristics of a scrum team cross-functional 7±2 people co-located agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  7. 7. cross-functional teams agile42 | We advise, train and coach companies building software the team includes all the skills necessary to deliver the end product (from concept to cash) www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  8. 8. every team will have its specialists working together to deliver an end product agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  9. 9. sometimes you can’t because of: scaling - too many people or too big of a product agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  10. 10. sometimes you can’t because of: scaling - too many people or too big of a product different technologies, products, backlogs agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  11. 11. sometimes you can’t because of: scaling - too many people or too big of a product different technologies, products, backlogs limited availability of specialists, e.g. architect agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  12. 12. sometimes you can’t because of: scaling - too many people or too big a product different technologies, products, backlogs limited availability of specialists, e.g. architect agile42 | We advise, train and coach companies building software then you need to 1. manage dependencies 2. create knowledge www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  13. 13. specialists exist on the team, but every team member pitches in to help when necessary agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  14. 14. a result of self-organization, not cross-functionality agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  15. 15. optimum (agile) team size is 7±2 people agile42 | We advise, train and coach companies building software The Ringelmann effect refers to a combination of social loafing and coordination losses www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  16. 16. the Ringelmann effect The more people Ringelmann added to a group, the greater the decline in personal effort. Three people pulled at only 2.5x the average individual effort, and eight people pulled at 4x the average individual effort. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  17. 17. social loafing (and coordination losses) increase with team size agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  18. 18. the perfect size is... agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  19. 19. co-located vs. virtual agile42 | We advise, train and coach companies building software many aspects of distributed teams are still unclear www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  20. 20. global market in labor means distributed or virtual teams are here to stay in many businesses today agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  21. 21. many agile practices work just great with distributed teams agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  22. 22. agile practices support distributed teams “Teams in which leaders periodically gathered information about others and revealed information about themselves performed better than teams in which members did not do this.” Suzanne Weisband Associate Professor agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  23. 23. significant risk factors for virtual teams • Insufficient knowledge transfer • Lack of project team cohesion • Cultural or language differences • Inadequate technical resources, i.e. hardware, processing availability • Resource inexperience with company and its processes • Loss of key resource(s) that impact the project • Hidden agendas impact the project Project Risk Differences Between Virtual and Co-Located Teams, Reed & Night agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  24. 24. common misperceptions: harmony helps Harmony helps disagreements can be good for a team Six Common Misperceptions about Teamwork by J. Richard Hackman agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  25. 25. Dear ScrumMaster, Remember: - don’t let it get personal - or get out of hand Yours The Team agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  26. 26. common misperceptions: its good to mix it up Its good to mix it up the longer a team stays together, the better they do Six Common Misperceptions about Teamwork by J. Richard Hackman agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  27. 27. again a fact of corporate life... agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  28. 28. but get experience of excellence before breaking up teams and try to keep a critical mass together agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  29. 29. common misperceptions: it depends on the leader It all depends on the leader Six Common Misperceptions about Teamwork by J. Richard Hackman agile42 | We advise, train and coach companies building software the most powerful thing a leader can do is to create conditions for selforganization, and launch the team well www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  30. 30. leadership challenge “…most of the highperformance teams were not manager-led teams. They were teams where the management had deliberately stepped back, or was inattentive or where for one reason or another was totally absent, thus enabling the team to selforganize.” Steve Denning agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  31. 31. common misperceptions: teamwork is magical Teamwork is magical It takes careful thought and preparation to stack the deck for success Six Common Misperceptions about Teamwork by J. Richard Hackman agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
  32. 32. • • • • Great Agile Teams Cross-functional and self-organized Size is important (beware the Ringelmann Effect) Collocated or known to one another Beware of: • striving for harmony • continually mixing teams up • team managers, not leaders • laissez faire team formation thank you dave.sharrock@agile42.com Certified Scrum Coach (CSC) Certified Scrum Trainer (CST) agile42 | We advise, train and coach companies building software Slides: slideshare.net/davesharrock follow me on: @davesharrock www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

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