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Светлана Старикова "Building a self-managing team: why you should not have everything under control"

На что ответит мой доклад:
-Ещё раз докажем себе, что процессы служат людям, а не наоборот.
-Один грамотный руководитель как-то сказал, что кадры решают всё. Как помочь кадрам решать хоть что-то?
-Почему SCRUM редко работает в реальном мире? Является ли следование SCRUM самоцелью?
-Как адаптировать процесс под бизнес-цели и создать микроклимат в команде.

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Светлана Старикова "Building a self-managing team: why you should not have everything under control"

  1. 1. Self-managed team: dream or reality? Светлана Старикова Sigma Software 067 720 56 47 bellastart@gmail.com
  2. 2. TEAMS VS PROCESS ON VIRTUES OF SELF-MANAGEMENT
  3. 3. Сколько у вас лет опыта работы в ИТ? Briefly about myself Кем работаете?
  4. 4. Medtronic Received FDA Approval for World's First Hybrid Closed Loop System for People with Type 1 Diabetes My first PM experience
  5. 5. DMAIC cycle, Six Sigma Project Management Roadmap Define Develop a vision for Six Sigma project Map the project management process Understand client needs and set project requirements Measure Collect data on process defects and possible causes Review process data for a relatively long period to identify each cause Organize hierarchically and visualise process data, use Pareto analysis Estimate starting sigma level Develop detailed process maps Analyze Write description of focuses problems relating to the process Explore potential causes to process failure/inefficiency Organize potential causes and collect additional data Quality cause-effect relationships by statical methods of analysis Develop detailed process maps Improve Create possible solutions for root causes Select the most feasible solutions Design improvement plans Run pilot test for the plans Implement the plans and evaluate results obtained Control Design and document standard practices for process improvement Train and develop personnel Keep track of process perfomance Update standard procedures Summarize and communicate results and communicate results obtained Develop recommendations and future plans upon project completion
  6. 6. Ideally, PM is only critical for Define Control
  7. 7. Control warning (controlling one’s behaviour is wrong!) Cultural anthropologist, James Redfield suggests that attempting to control another person's behaviour is a type of neurosis, based on childhood feelings of powerlessness.
  8. 8. CONTROL DRAMAS The Intimidator
  9. 9. The Interrogator CONTROL DRAMAS
  10. 10. Some curious statistics  An astounding 97% of organizations believe project management is critical to business performance and organizational success.  The median salary for project managers is $87,500 in the U.S.  There are projected to be 15 million new project management jobs within the decade.  Businesses identified “capturing time/costs against projects” as their biggest project management challenge.
  11. 11. Self-managing team: dream profile  Outstanding communication skills  High level of self-discipline  Proactive  Result-focused rather than process-dependent  Adaptable to changes
  12. 12. REALITY
  13. 13. THINGS Important (related to you) Unimportant (related to others)
  14. 14. Making unimportant important  Moral appeal does not always work (developers are not often empathic)  Give and take game (be more pragmatic)  Enforcing VS enabling (generally, people like doing things they like. Just ensure they’re busy with those 80% of the time. Correction: at least ensure, 20% of team members who bring most value are on what they enjoy doing 80% of the time …)  Eliminate before you delegate (do not expect people to clean up your mess, delegation is about respect)
  15. 15. MAKING UNIMPORTANT IMPORTANT Make it fun
  16. 16. WHAT IF THEY SCREW UP?
  17. 17. Human error Factors which influence the probability of human error: Professional skill Mitigation: feedback and regular performance review Complexity of the task, completeness or contradiction of information Mitigation: get the f****** PO! Physical and mental conditions, including stress and time pressure Mitigation: just give them some slack Untried new technologies Mitigation: give them time and use buffers Social factors and organization Mitigation: shield them
  18. 18. TEAMWORK Project box with blinking light: 8.47 British pounds Writing a speech to make co-worker look stupid: 33 minutes Getting the results you wanted - PRICELESS
  19. 19. Ant algorithm efficiency procedure ACO_MetaHeuristic while(not_termination) generateSolutions() daemonActions() pheromoneUpdate() end while end procedure
  20. 20. POINT The more people work on the process problem: the bigger is probability to get it resolved in the most optimal way.
  21. 21. Parkinson’s law: we’re people after all How to avoid time waste?  Single responsibility (one person is responsible)  Open-close (avoid scope creep but allow for flexibility)  Member substitution (ensure no knowledge is isolated)  Talent segregation (do not confuse with full- stack, just ensure you have different experts on the team)  Dependency inversion (depend upon abstract principles and goals to allow for team extension)
  22. 22. So why do we need processes? 1. Processes are contracts by which we agree to act. And contracts are better in act when bi- lateral 2. To document our informal agreements in case someone forgets 3. To keep the track of ant trailing 4. For education 5. For building team spirit (rituals rule)
  23. 23. WHAT ABOUT SCRUM?
  24. 24. Three cases when SCRUM may not work…  The team is not mature enough  The customer is not mature enough  PM wants to have everything under control (see control dramas)
  25. 25. SO WHAT I DO AS PM? After you’d built the team, focus on the main business challenge: “capturing time/costs against projects”
  26. 26. THANK YOU!

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