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Team up

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Lately, it seems that process became trendier than core leadership skills. Agile, Scrum, Kanban stole the focus.
BUT - it is leadership that fuels process adoption rather than process auto-magically fixing disfunction teams.

In this talk we'll explore what went wrong in this process adoption race: from hiring or promoting the wrong people, avoid setting clear expectations from our leaders, to dropping lean practices due to lack of deep understanding (forgetting why we started to begin with).

The dark side is interesting to explore, but we are here for the bright light - we will bring the FOCUS back to how we want our leadership to look like.
We'll try to figure out how we want our leaders to look like in the "Agile era"

Agenda:
== THE WHY ==
- The essence
- Goals balance
- Surviving in chaos
- Team leader definition
- Business vision
- Throughput .vs. latency
- Confidence is not cheap
- Risks management
- Beautiful code
- Beautiful document

== THE HOW ==
- Visibility over progress
- Must, Delegate and External
- Ownership as a driver
- Define “minimum working unit” early
- Define “done” that works for you
- Quality is God (or at least Jesus)
- Test to last
- Bullets knowledge base
- Estimate together
- Teach to move forward

Lately, it seems that process became trendier than core leadership skills. Agile, Scrum, Kanban stole the focus.
BUT - it is leadership that fuels process adoption rather than process auto-magically fixing disfunction teams.

In this talk we'll explore what went wrong in this process adoption race: from hiring or promoting the wrong people, avoid setting clear expectations from our leaders, to dropping lean practices due to lack of deep understanding (forgetting why we started to begin with).

The dark side is interesting to explore, but we are here for the bright light - we will bring the FOCUS back to how we want our leadership to look like.
We'll try to figure out how we want our leaders to look like in the "Agile era"

Agenda:
== THE WHY ==
- The essence
- Goals balance
- Surviving in chaos
- Team leader definition
- Business vision
- Throughput .vs. latency
- Confidence is not cheap
- Risks management
- Beautiful code
- Beautiful document

== THE HOW ==
- Visibility over progress
- Must, Delegate and External
- Ownership as a driver
- Define “minimum working unit” early
- Define “done” that works for you
- Quality is God (or at least Jesus)
- Test to last
- Bullets knowledge base
- Estimate together
- Teach to move forward

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Team up

  1. 1. Team up! Leadership, process, survival and pride @ the Agile era Team Lead Role Oren Ellenbogen (@orenellenbogen)
  2. 2. Who am I ? Oren Ellenbogen * Blogger: www.Lnbogen.com * Engineer @ Commerce Sciences * ex. Delver (Sears) – Director of Engineering
  3. 3. The Agile/Lean Crusade 2.0
  4. 4. Food for thought When Pressure Beats The crap Out of Leadership
  5. 5. Meet the tech leader He’s smart, ridiculously smart Bob (the CEO): “What about Chris? He’s amazingly talented! I guess he can handle it…”
  6. 6. The company adjusts… New team = our smart dude +2 teammates magic!
  7. 7. A leader in trouble ? ? ? “I match my shoes to my pen” “I love reading hex” “I shave per new version of Ubuntu” “I guess I can tell others what to do” Maybe we need more than technical skills?
  8. 8. Meet the “passionate” leader “Let’s use Scrum!” [process kicks in, time passes] Ozzi (a developer): “why do we need a daily report? Shouldn’t a weekly status suffice?”
  9. 9. A leader in trouble “Let’s do it!” is a great attitude! ?? But people forget reasoning fast ? Why should we do it? why now? why ever? Maybe we need more than passion?
  10. 10. Meet the “experienced” leader • Working for 6 years as senior dev • Knows all the secret God classes • All the magical javascript quirks “I am technical enough and experienced enough to lead a team. I’m doing it for a long time now, I deserve it!”
  11. 11. A leader in trouble ?? ? • Does he know what leading means? • Does he care enough to make others shine? Maybe we need more than experience ?
  12. 12. Are you feeling ready to lead? Can you define what a “great team lead” means? Do you currently have enough management tools? Are you suffering from a process without leadership?
  13. 13. Why? (Some background)
  14. 14. Organization IQ: f(pressure) Our reality: • Organizations constantly need to change • Pressure constantly adds up • Lean/agile processes makes things even faster! Pressure has its impact: • We adapt poorly • Picking (sometimes) the wrong people • Neglecting proper guidance, forgetting the why
  15. 15. There is 1 reason to become TL
  16. 16. Lack of putting thoughts on paper Thoughts are volatile, you’re missing: • Self retrospective • Passing it on • Ideas writing (instead of “good memory”) • … 1
  17. 17. Team lead role – WTF is it then?
  18. 18. Define: team leader If you had to pick 3 qualities of a great team leader, what will they be? (hint: “a leader” is not a quality)
  19. 19. Attempt: team leader  Visionary  Product vision (can you explain the why?)  Architecture vision (incorporated with product requirements)  Team vision (incorporated with architecture)  Cares about people  People will follow your heart (honesty)  ROI driven  Pick your battles, explain the why, offer tradeoffs
  20. 20. Caring? It’s the small stuff That counts most * Welcome gift to a developer, after writing FB message saying it’s SWEET!
  21. 21. Your attempt: team leader My definition is only my point of view The real question is do you have your own definition written?
  22. 22. It’s about confidence  Your boss: you’re on top of things, actively report.  Your people: things will be handled (technical backlog), you have their back  Your peers: You’re able to deliver & communicate (team player)  Your company: You help the company to deliver faster with higher quality  Yourself: You’re able to make other shine.
  23. 23. Ideas / tools / thoughts How to make others shine
  24. 24. Different unit of productivity Time to change your state of mind Then Now
  25. 25. Key decisions list Document it! Guidance: Why: to be able to reflect later, with yourself & others
  26. 26. Visibility > progress No glory in running forward in the dark Guidance : 1. Ask for ETA (when?) and their COMMITMENT! 2. Thinking end->backwards (how?) 3. Early *complete* breakdown (what?) Why: ETA > Progress (create visible organization)
  27. 27. Gut feeling estimation Does it get any better? Range is good! Why: allow quick re-prioritization (product/business)
  28. 28. Must, Delegate and External Is it really my responsibility? Guidance : 1. Team leaders should specify: 1. MUST 2. DELEGATE (HOW?!) 3. DEAR BOSS, PLEASE DO X, Y, Z 2. Challenge and consider how to do less MUST and more Delegate Why: reduce personal pressure to take care of the MUST
  29. 29. Ownership as a driver Increase your execution unit Guidance: 1. Give ownership to drive commitment. 2. Set your expectations! 3. Ask them to stand behind their commitment (not nice to have) 4. Help them be effective (close feedback loop) 5. Don’t stand in their way Why: get to know your bottlenecks
  30. 30. Estimate together Teach the dark magic of estimation Guidance: 1. Consider practices to estimate faster (Poker Planning) 2. Try to reach some consensus and endorse open conversation about the estimation 3. Track estimations (estimated vs. actual) over time and analyze your team’s gaps Why: avoid “you said 2 but I’m doing it, It’s a 10”
  31. 31. Test to last Avoid the (default) graph: Guidance: 1. Create an environment striving for production-quality code in your tests a) Tests instead of overkill documentation b) Reduce maintenance time when changing behavior 2. Consult and learn how to build maintainable tests a) IoC, tests structure, open-source projects, language tricks Why: tests == confidence == easier release cycle
  32. 32. “Beautiful Document” Document’s worth = f(“initial value”, time) • Like a car, it’s around 40% less valuable 15 minutes after you finish writing it. • Unlike car, people won’t use it every day. My attempt: a beautiful document is when…  Requirements, pains, motivation and known constraints are well specified.  Why: less time to write and most chances, it won’t change
  33. 33. Bullets knowledge base Keep your Documents relevant Guidance: 1. Phrase (Owner) 2. Small explanation about each phrase 3. Talk with (Owner) for further details 4. Practice to learn the details (pair-programming, leading a feature) Why: relevant know-how is key to fast release cycle
  34. 34. “Beautiful Code” Unique != beautiful:  Unicorn style of code is not really beautiful My attempt: beautiful code is when…  It should be easy to add new features.  It should be easy to change existing features.  It should be easy for new teammate to become productive almost immediately.
  35. 35. Final note
  36. 36. Pay it forward Think forward, teach today Guidance: 1. Teaching helps us think of what’s important to know 2. Delegate so you could move forward (future growth) 3. Prepare to grow from day 1 4. Teach so you could grow internally (opportunity > need) 5. Teach to be taught (you’re strong at A, she’s at B) Why: Job Safety is so 90’s
  37. 37. Thank you! Oren.Ellenbogen@gmail.com www.Lnbogen.com @orenellenbogen

Editor's Notes

  • Points to deliver:We’re in the Agile/Lean “era” – companies expect their execution to adjust quicker and deliver faster.These processes puts a lot of pressure on the execution part, raising the amount of pressure on the management level.Most managers are lacking tools to adapt and excel in their role within the new reality.
  • הקונספט של ר"צ הוא אחד המושגים הכי מופשטים, הכי לא ברורים ועם זאת בין הכי חשובים בארגון בריא.רוב האנשים מקודמים לתפקיד זה מבלי חפיפה מסודרת, הגדרת ציפיות ברורות או תוכנית חניכה. אחד מהדברים שקרו בשנים האחרונות הוא ניסיון לפתור תהליכי עבודה שלמים (scrum,lean,XP), לפעמים, תוך כדי התעלמות מבעיות צוותיות לפני הכלת התהליך החדש.בתחום שלנו, הנחת העבודה או ברירת המחדל שלנו היום לא מספיק טובה – "ר"צ הוא מנהל עבודה בעל סמכות" ו"כשנצטרך אז ניתן למישהו את התפקיד, נפתור את זה איכשהו"מטרתי היום לנסות לשים את תפקיד הר"צ במרכז העניינים, להסביר מדוע הדברים מתגלגלים כפי שהם ולהציע כמה דרכים לשבור את מעגל הלחץ שעליו נדבר עוד מעט.
  • סיפור – יש שינוי בחברה, צריך לזוז יותר מהר או אולי לפתח מוצר חדש או אולי לפתח תשתית חדשה. צריך מישהו שינהל את זה...בד"כ, מסלול ר"צ מתחלק ל3 סוגים: 1. "מגה מוח" - אנשים סופר טכניים ש"נופלים קורבן" לצרכי האירגון, בד"כ מבלי שהם רוצים, אך מסכימים (בגלל מוניטין, שכר חדש או בונוס נחמד)2. "רד בולים" – כאלה שדוחפים את האירגון קדימה כאנשי פיתוח.3. "שמעון פרס" – כאלה שהיו מספיק זמן ומרגישים שעכשיו הזמן לעשות את הצעד הבא.
  • אם אתם מוצאים את עצמכם אומרים "כי ככה עובדים כאן" או "כי ככה זה היה, אז המשכנו" תרימו גבה. האם זה מה שאתם באמת רוצים שיקרה?גם אם אתם דוחפים את כולם קדימה, האם יש לכם תשובות טובות לגבי המוטיבציה מאחורי זה? האם אתם דוחפים אותם מעבר לצוק?
  • אני חושב שיש היום שיחה מועטה על הנושא.אני חושב שאם אני אקח 10 ר"צ או 10 מפתחים מוכשרים עם פוטניצאל ואשאל אותם את השאלה הזאת, 9 יגידו שהם מרגישים שחסר להם כלים, ציפיות, אפשרות למדוד דברים.1 כמובן ישקר.
  • הרבה פעמים זה לא באשמתנו הישירה, הארגון כורע תחת העומס ומקבל החלטות של אופטימיזציה לוקאלית
  • למה כתוב? כי קל להגיד דברים וקל יותר אפילו לשכוח מה אמרנו. ברגע שיש לנו משהו בכתב, נוכל להסתכל על זה פעם בתקופה ולחשוב האם משהו השתנה?האם למדנו משהו?האם אנחנו חושבים אחרת?
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