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AGILE MANIFESTO
PRINCIPLE #11

THE BEST ARCHITECTURE
REQUIREMENTS

AND DESIGNS 

EMERGE FROM

SELF ORGANIZING TEAMS 

OK L...
INDIVIDUALS AND
INTERACTIONS

OVER PROCESSES AND TOOLS

WORKING SOFTWARE 

OVER COMPREHENSIVE
DOCUMENTATION

CUSTOMER COLL...
#1 OUR HIGHEST PRIORITY IS TO SATISFY THE CUSTOMERTHROUGH EARLY AND
CONTINUOUS DELIVERYOF VALUABLE SOFTWARE
#2 WELCOME CHA...
SELFORGANIZATION
CANNOT BE A
BEST PRACTICE

IT IS THE
DEFAULT
PRACTICE OF ANY
SYSTEM,
INCLUDING
TEAMS

BUT

IS WHAT HAPPEN...



COMMAND AND
CONTROL IS A
SPECIAL CASE
OUR ATTEMPT TO
STEER SELFORGANIZING
SYTEMS
TOWARDS A
DIRECTION THAT
STAKEHOLDERS
...
LET’S SELF
ORGANIZE

John Malkovich in The Great Buck Howard (2009)

Magnolia Pictures
GROUNDED THEORY ON SELF
ORGANIZED AGILE TEAMS

58 PARTICIPANTS

23 SW ORGANIZATIONS

10 NEW ZEALAND

28 INDIA

4 NORTH AME...
INFORMAL
IMPLICIT
TRANSIENT
ROLES

BALANCING ACTS
ON A SET OF
INTEGRATED
PRACTICES
ENVIRONMENTAL
FACTORS
ROLES
MENTOR

PROVIDE GUIDANCE AND SUPPORT

REMOVE MISCONCEPTIONS

GETTING TEAM CONFIDENT IN
USE OF AGILE

AGILE ADHERENCE

ENCO...
COORDINATOR

TEAM REPRESENTATIVE


CO-ORDINATING CUSTOMER
COLLABORATION

CO-ORDINATING INTERFACES WITH
OTHER TEAM’S STAKEH...
TRANSLATOR

UNDERSTANDING

BUSINESS LANGUAGE
USED BY CUSTOMER
UNDERSTANDING
TECHNICAL LANGUAGE
USED BY TEAM
OVERCOMING
MIS...
CHAMPION

UNDERSTANDING BUSINESS

DRIVERS

SECURING MANAGEMENT
SUPPORT

CONVINCING MANAGEMENT FOR
THE BENEFITS OF SELFORGA...
PROMOTER

UNDERSTANDING CUSTOMER
CONCERNS

CONVINCING CUSTOMERS

HIGHLIGHT AGILE
ADVANTAGE
SECURING CUSTOMER
INVOLVEMENT
CATALYST

SUPPORT TO OVERCOME

OBSERVED DYSFUNCTIONS
SOFT HEART OF THE TEAM
NEW TEAM
AGILE COACH IS
LIKELY TO PLAY
MOST OF THE ROLES
SUCH AS MENTOR,
CHAMPION,
PROMOTER,
CATALYST AND COORDINATOR
GRAD...
MATURE TEAM
EVERY ROLE
COULD BE
PLAYED BY
ANYONE IN
THE TEAM
AGILE COACH
COULD COACH
THE TEAM
BASED ON
IDENTIFIED
NEEDS
PRACTICES
!

BALANCING FREEDOM AND
RESPONSIBILITY


COLLECTIVE
ESTIMATION AND
PLANNING
COLLECTIVE DECIDING
TEAM NORMS,
PRINCIPLES
CO...
BALANCING CROSS FUNCTIONALITY
!
AND SPECIALIZATION

!
!
!

PAIR WORK
ROLE AND ACTIVITIES
ROTATION
MUTUAL SUPPORT AND
INTER...
BALANCING CONTINUOUS
LEARNING AND ITERATION
PRESSURE
!
!

CONSTRUCTIVE
FEEDBACK
LEARN FROM FAILURES
MINDSET OF
CONTINUOUS
...
FACTORS
MANAGEMENT
SUPORT CULTURE
ORGANIZATIONAL

THAT EMBRACE FEEDBACK
TRANSPARENCY OPENNESS
SHOWS TRUST
CRUCIAL VALUES TO ACHIEV...
CUSTOMER
INVOLVEMENT
CUSTOMER
REPRESENTATIVES TO
FORMULATE CLEAR
REQUIREMENTS AND
CLARIFY
MISCONCEPTIONS,
PRIORITIZE THEM ...
INFORMAL
IMPLICIT
TRANSIENT
ROLES

BALANCING ACTS
ON A SET OF
INTEGRATED
PRACTICES
ENVIRONMENTAL
FACTORS
THANK YOU

?
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Agile Manifesto Principle #11: the best architecture, requirements, and design emerge from Self Organizing Teams" OK, Let's Self Organize!

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self organisation based on the grounded theory on self organising agile teams and a single-confirmatory case study. For the complete grounded theory pls visit Dr. Rashina Hoda web page (http://rashina.com). This presentation contains findings based on the single case study as well.

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Agile Manifesto Principle #11: the best architecture, requirements, and design emerge from Self Organizing Teams" OK, Let's Self Organize!

  1. 1. AGILE MANIFESTO PRINCIPLE #11
 THE BEST ARCHITECTURE REQUIREMENTS
 AND DESIGNS 
 EMERGE FROM
 SELF ORGANIZING TEAMS 
 OK LET’S SELF-ORGANIZE! NIKOS BATSIOS SCRUM MASTER @ INTRACOM-TELECOM S.A AGILE GREECE ATHENS MEET-UP 14.01.2014
  2. 2. INDIVIDUALS AND INTERACTIONS
 OVER PROCESSES AND TOOLS
 WORKING SOFTWARE 
 OVER COMPREHENSIVE DOCUMENTATION
 CUSTOMER COLLABORATION
 OVER CONTRACT NEGOTIATION
 RESPONDING TO CHANGE
 OVER FOLLOWING A PLAN
  3. 3. #1 OUR HIGHEST PRIORITY IS TO SATISFY THE CUSTOMERTHROUGH EARLY AND CONTINUOUS DELIVERYOF VALUABLE SOFTWARE #2 WELCOME CHANGING REQUIREMENTS, EVEN LATE IN DEVELOPMENT AGILE PROCESSES HARNESS CHANGE FOR THE CUSTOMER'S COMPETITIVE ADVANTAGE #3 DELIVER WORKING SOFTWARE FREQUENTLY, FROM A COUPLE OF WEEKS TO A COUPLE OF MONTHS, WITH A PREFERENCE TO THE SHORTER TIMESCALE #4 BUSINESS PEOPLE AND DEVELOPERS MUST WORK TOGETHER DAILY THROUGHOUT THE PROJECT #5 BUILD PROJECTS AROUND MOTIVATED INDIVIDUALS. GIVE THEM THE ENVIRONMENT AND SUPPORT THEY NEED, AND TRUST THEM TO GET THE JOB DONE #6 THE MOST EFFICIENT AND EFFECTIVE METHOD OF CONVEYING INFORMATION TO AND WITHIN A DEVELOPMENT TEAM IS FACE-TO-FACE CONVERSATION #7 WORKING SOFTWARE IS THE PRIMARY MEASURE OF PROGRESS #8 AGILE PROCESSES PROMOTE SUSTAINABLE DEVELOPMENT. THE SPONSORS, DEVELOPERS, AND USERS SHOULD BE ABLE TO MAINTAIN A CONSTANT PACE INDEFINITELY #9 CONTINUOUS ATTENTION TO TECHNICAL EXCELLENCE AND GOOD DESIGN ENHANCES AGILITY #10 SIMPLICITY—THE ART OF MAXIMIZING THE AMOUNT OF WORK NOT DONE--IS ESSENTIAL #11 THE BEST ARCHITECTURES, REQUIREMENTS, AND DESIGNS EMERGE FROM SELFORGANIZING TEAMS #12 AT REGULAR INTERVALS, THE TEAM REFLECTS ON HOW TO BECOME MORE EFFECTIVE, THEN TUNES AND ADJUSTS ITS BEHAVIOR ACCORDINGLY
  4. 4. SELFORGANIZATION CANNOT BE A BEST PRACTICE
 IT IS THE DEFAULT PRACTICE OF ANY SYSTEM, INCLUDING TEAMS
 BUT
 IS WHAT HAPPENS ALSO HAPPENING IN THE RIGHT DIRECTION?
 
JURGEN APPELO MANAGEMENT 3.0 Self-organized formation in a fish shoal (a) Emergence of a vortex in a school of barracudas, consisting of individuals circling around an unoccupied core. (b) Some simple rules used by individuals to synchronize with their neighbourscan lead to emergent spatio-temporal patterns at large scale, http://cognition.ups-tlse.fr/dynactom/ dynactomprojetsEn.html
  5. 5. 
 COMMAND AND CONTROL IS A SPECIAL CASE OUR ATTEMPT TO STEER SELFORGANIZING SYTEMS TOWARDS A DIRECTION THAT STAKEHOLDERS CONSIDERED TO BE VALUABLE
 JURGEN APPELO MANAGEMENT 3.0
  6. 6. LET’S SELF ORGANIZE John Malkovich in The Great Buck Howard (2009) Magnolia Pictures
  7. 7. GROUNDED THEORY ON SELF ORGANIZED AGILE TEAMS
 58 PARTICIPANTS
 23 SW ORGANIZATIONS
 10 NEW ZEALAND
 28 INDIA
 4 NORTH AMERICA
 DR. RASHINA HODA, http://rashina.com/ 
 
 
 A SINGLE-CONFIRMATORY CASE STUDY ON A NEW SCRUM TEAM
 PARTICIPANT OBSERVATION FOR ONE YEAR
 INTERVIEWS NIKOS BATSIOS
  8. 8. INFORMAL IMPLICIT TRANSIENT ROLES
 BALANCING ACTS ON A SET OF INTEGRATED PRACTICES ENVIRONMENTAL FACTORS
  9. 9. ROLES
  10. 10. MENTOR
 PROVIDE GUIDANCE AND SUPPORT
 REMOVE MISCONCEPTIONS
 GETTING TEAM CONFIDENT IN USE OF AGILE
 AGILE ADHERENCE
 ENCOURAGE SELF-ORGANIZED PRACTICES CHALLENGE TEAM TO CHANGE ROLES SUPPORT TEAM IN GROWING A MINDSET OF CONSTANT IMPROVEMENTS
  11. 11. COORDINATOR
 TEAM REPRESENTATIVE
 CO-ORDINATING CUSTOMER COLLABORATION
 CO-ORDINATING INTERFACES WITH OTHER TEAM’S STAKEHOLDERS

  12. 12. TRANSLATOR
 UNDERSTANDING BUSINESS LANGUAGE USED BY CUSTOMER UNDERSTANDING TECHNICAL LANGUAGE USED BY TEAM OVERCOMING MISCOMMUNICATION ISSUES

  13. 13. CHAMPION
 UNDERSTANDING BUSINESS DRIVERS
 SECURING MANAGEMENT SUPPORT
 CONVINCING MANAGEMENT FOR THE BENEFITS OF SELFORGANIZED AGILE TEAMS ESTABLISH PILOT TEAM PROPAGATE MORE TEAMS
  14. 14. PROMOTER
 UNDERSTANDING CUSTOMER CONCERNS
 CONVINCING CUSTOMERS
 HIGHLIGHT AGILE ADVANTAGE SECURING CUSTOMER INVOLVEMENT
  15. 15. CATALYST
 SUPPORT TO OVERCOME OBSERVED DYSFUNCTIONS SOFT HEART OF THE TEAM
  16. 16. NEW TEAM AGILE COACH IS LIKELY TO PLAY MOST OF THE ROLES SUCH AS MENTOR, CHAMPION, PROMOTER, CATALYST AND COORDINATOR GRADUALLY PASS THEM ON TO OTHER MEMBERS BUSINESS ANALYST/ EXPERIENCED DEVELOPER MAINLY UNDERTAKE TRANSLATOR OR COORDINATOR ROLE !
  17. 17. MATURE TEAM EVERY ROLE COULD BE PLAYED BY ANYONE IN THE TEAM AGILE COACH COULD COACH THE TEAM BASED ON IDENTIFIED NEEDS
  18. 18. PRACTICES
  19. 19. ! BALANCING FREEDOM AND RESPONSIBILITY
 COLLECTIVE ESTIMATION AND PLANNING COLLECTIVE DECIDING TEAM NORMS, PRINCIPLES COLLECTIVE RISK HANDLING SHARED PURPOSE WORK FLOW TRANSPARENCY INFORMATION RADIATORS DAILY STAND UP TO PLAN AND MONITOR ! ! ! ! ! ! ! SHARED RESPONSIBILITY MINDSET CLEAR ROLES RESPONSIBILITIES AND INDIVIDUAL EXPECTATIONS TAKING TASK AND IMPEDIMENTS OWNERSHIP FOCUS ON BUSINESS PRIORITIES ALIGNMENT WITH ORGANIZATION BOUNDARIES AWARENESS OF ORGANIZATION VISION AND PURPOSE INDIVIDUAL AND TEAM COMMITMENT ! !
  20. 20. BALANCING CROSS FUNCTIONALITY ! AND SPECIALIZATION
 ! ! ! PAIR WORK ROLE AND ACTIVITIES ROTATION MUTUAL SUPPORT AND INTEREST ! ! ! AWARENESS OF INDIVIDUAL STRENGTHS AND WEAKNESSES MULTIPLE PERSPECTIVES AS AN OPPORTUNITY TO SHARE AND LEARN ! !
  21. 21. BALANCING CONTINUOUS LEARNING AND ITERATION PRESSURE ! ! CONSTRUCTIVE FEEDBACK LEARN FROM FAILURES MINDSET OF CONTINUOUS IMPROVEMENTS E2E VIEW PAIR IN NEED ! ! ! ! ! REFLECT AND ADAPT THROUGH RETROSPECTIVES LEARNING SPIKE/ STORIES WITHIN THE ITERATION NEW TEAMS START WITH LOW COMPLEXITY PRODUCTS ! !
  22. 22. FACTORS
  23. 23. MANAGEMENT SUPORT CULTURE ORGANIZATIONAL THAT EMBRACE FEEDBACK TRANSPARENCY OPENNESS SHOWS TRUST CRUCIAL VALUES TO ACHIEVE AND SUSTAIN RESPONSIBLE AUTONOMY UNDERSTAND IMPLICATIONS OF THEIR RESOURCE MANAGEMENT TEAM STABILITY HIRING-REMOVING INDIVIDUALS BASED ON THEIR FIT INTO AN AGILE CULTURE UNDERSTAND THE BENEFITS OF BEING AGILE FOR BUSINESS DRIVERS AND TRIGGER REQUIRED CHANGES !
  24. 24. CUSTOMER INVOLVEMENT CUSTOMER REPRESENTATIVES TO FORMULATE CLEAR REQUIREMENTS AND CLARIFY MISCONCEPTIONS, PRIORITIZE THEM BASED ON BUSINESS VALUE PROVIDE FREQUENT FEEDBACK (DEMOS)ON PRODUCT INCREMENTS UP-FRONT RISK ASSESSMENT GROW AN AGILE MINDSET AND ALIGNED WITH THE AGILE FRAMEWORK E-COLLABORATION ! !
  25. 25. INFORMAL IMPLICIT TRANSIENT ROLES
 BALANCING ACTS ON A SET OF INTEGRATED PRACTICES ENVIRONMENTAL FACTORS
  26. 26. THANK YOU ?

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