Successfully reported this slideshow.

self organizing agile teams

2

Share

Loading in …3
×
1 of 31
1 of 31

self organizing agile teams

2

Share

Download to read offline

A workshop to understand the roles, practices and factors influencing self-organization in agile teams. Ericsson’s High Performing Team Environment (HTE) network Learnathon (learning marathon), February 2015.

A workshop to understand the roles, practices and factors influencing self-organization in agile teams. Ericsson’s High Performing Team Environment (HTE) network Learnathon (learning marathon), February 2015.

More Related Content

Related Books

Free with a 14 day trial from Scribd

See all

Related Audiobooks

Free with a 14 day trial from Scribd

See all

self organizing agile teams

  1. 1. self organizing agile teams roles, practices, factors Nikos Batsios, Agile Coach/ScM @ IXG, PDU Mobile Core Ericsson’s HTE Learnathon, 4th & 5th February 2015
  2. 2. based on • a grounded theory on “self organized agile teams” Dr. Rashina Hoda • a single confirmatory case study on a new agile team, through participant observation for one year and individual interviews - personal study
  3. 3. how agile teams organize themselves in practice? after the workshop it is expected that you will better understand the various roles, practices and factors affecting self-organization and you might get a few insights how you could enable self-organization
  4. 4. –Jurgen Appelo M3.0 “self-organization cannot be a best practice. it is the default practice of any system, including teams. but what happens, also happening in the right direction? ”
  5. 5. –Jurgen Appelo M3.0 “command and control is a special case, our attempt to steer self-organizing systems towards a direction that stakeholder considered to be valuable”
  6. 6. let’s self-organize
  7. 7. principles of self organization • minimum critical specification • requisite variety • redundancy of functions • learning to learn
  8. 8. conditions for self organizing capability • autonomy • cross fertilization • self-transcendence
  9. 9. informal, transient, implicit, spontaneous self- organizing roles on agile teams
  10. 10. imagine that a new agile team is formed in your organization! which spontaneous and informal roles (other than those described by a specific framework) do you think that this agile team should handle that will help them to self- organize? which responsibilities should take care? your view as team member, agile coach, manager matters. (5’)
  11. 11. <mentor> • provide initial guidance and support • getting team confident • encouraging continued adherence • encouraging self-organizing practices
  12. 12. <co-ordinator> • coordinating customer & stakeholders collaboration • coordinating change requests • managing customer & stakeholders expectations • encouraging self-organizing practices
  13. 13. <translator> • overcoming the barrier language • using translator tools
  14. 14. <champion> • securing senior management support • propagating more teams
  15. 15. <promoter> • understanding customer and stakeholders concerns • securing customer involvement
  16. 16. <terminator> • identifying threatening team members • removing members from the team
  17. 17. tips • consider Richard Hackman’s 60-30-10 principle • 60% of team effectiveness is related to team design • 30% of team effectiveness is related to team launch • 10% of team effectiveness is related to continuous coaching
  18. 18. “balancing acts” practices that enable self-organization
  19. 19. what challenges this newly agile team might face in their journey to self-organziation? what practices could enable self-organization? (5’)
  20. 20. balancing freedom and responsibility • collective decision making (collective estimation and planning, collective deciding team norms and principles, self-commitment and shared responsibility on team goals) • self-assignment (boards, ownership) • self-monitoring (daily meetings, information radiators) • clear roles responsibilities, boundaries, purpose
  21. 21. balancing cross-functionality and specialization • need for specialization (multiple perspectives) • encouraging cross-functionality (group programming, seek opportunities to work outside of their area of expertise, shared responsibility, rotation)
  22. 22. balancing continuous learning and iteration pressure • self evaluation (retrospectives, reviews) • self-improvement (pair in need, learning spikes)
  23. 23. tips • work on the agile mindset (goal is to learn, learn from failures) • a team assessment could help to identify team’s strengths and weaknesses • a team launch to define purpose, norms, agreements and values will help team to set their direction • using OKRs could help to define their measurable goals in alignment with the organization goals
  24. 24. factors influencing self-organization
  25. 25. which do you think are the factors in the environment a team is operating that can influence the success of a self-organized agile team? (5’)
  26. 26. mangement support • organizational “collaboration”culture that embrace feedback, transparency, openness, trust, synergy, partnership, interaction. such values are deemed important to achieve and sustain responsible autonomy • negotiating contracts • financial sponsorship • team stability, hiring-removing members based on their fit into an “agile” culture • understand the benefits of being agile for business drivers and trigger required changes
  27. 27. customer & stakeholders collaboration • gathering and clarifying and prioritizing requirements • securing feedback • changing mindset • demos and e-collaboration
  28. 28. tips • understand your culture and “tweak” it to make it work in an agile environment • train management, customer, stakeholders on agile methods and the benefits of being agile • pilot ensuring their support and involvement
  29. 29. inspiration • Hoda, R., Noble, J., Marshall, S. Self-Organizing Roles on Agile Software Development Teams. IEEE Transactions on Software Engineering (TSE),  Vol. 39, Issue 3,  Pages 422-444, 2013 (pdf) • Hoda, R., Noble, J., Marshall, S. Supporting Self-organizing Agile Teams What’s Senior Management Got to Do with It?. In A. Silitti, O. Hazzan, E. Bache, & X. Albaladejo (Eds.), Agile Processes in Software Engineering and Extreme Programming (Vol. 77, pp. 73-87). SPRINGER-VERLAG BERLIN, 2011 • Hoda, R. Self-Organizing Agile Teams: A Grounded Theory. PhD Thesis ,Victoria University of Wellington, New Zealand, 2011 [PDF] • Agile Undercover: When Customer Don’t Collaborate. Agile Professionals Network (APN), Auckland, August 2013 [Slides] • High Performance Team Coaching, Peters & Carr (book) • Objectives and Key Results (refer to Learnathon folder)
  30. 30. thank you

×