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Into The Box 2018 Building high performance teams

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In software, most of the work that adds value to the development process is performed by people usually in the form of a project-team. While every project is unique in nature, and therefor the dynamics of a project-team most certainly will (have to) vary from one project to another, there are some proven steps and guidelines towards building high performance teams that consistently deliver good results across all projects. Join this session to learn about this important topic and evaluate results of real life implementations of the principles discussed in this session.

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Into The Box 2018 Building high performance teams

  1. 1. BUILDING HIGH PERFORMANCE TEAMS HPT
  2. 2. Jorge Reyes Esme Acevedo
  3. 3. DEMOGRAPHICS
  4. 4. ➤ Efficient ➤ Reliable ➤ Effective ➤ Consistent ➤ Predictable ➤ Produce Expected Results HIGH PERFORMANCE TEAMS
  5. 5. PROJECTIZED COMPANY
  6. 6. HEADS UP FOR PMS! PM Story time!
  7. 7. PEOPLE OVER PROCESSES ➤ People are more important than processes ➤ Focus on the people ➤ Servant leadership ➤ Develop team rules and processes
  8. 8. ➤ Help grow the team interpersonal and technical skills ➤ Form and use generalising specialists ➤ Empower and encourage emergent leadership ➤ Learn team motivators and demotivators PEOPLE OVER PROCESSES
  9. 9. ➤ Encourage communication via collaboration tools ➤ Shield team from distractions ➤ Track performance and forecast ➤Align team by sharing project vision PEOPLE OVER PROCESSES
  10. 10. ONE OF THE MOST IMPORTANT TASKS SHARED
  11. 11. DEVELOP SELF-ORGANIZING TEAMS
  12. 12. DEVELOP SELF-ORGANIZING TEAMS A leader is best When people barely know he exists Of a good leader, who talks little, When his work is done, his aim fulfilled, They will say, “We did this ourselves. Lao Tzu, Tao Te Ching
  13. 13. WHO IS THE AGILE PROJECT TEAM?
  14. 14. ROLES
  15. 15. BUSINESS REPRESENTATIVES ➤Product Owner ➤Customer ➤Proxy Customer
  16. 16. BUSINESS REPRESENTATIVES ➤Prioritize products features ➤Manages product backlog ➤Ensures a shared understanding ➤Provides the acceptance criteria ➤Makes change requests
  17. 17. BUSINESS REPRESENTATIVES ➤May change the product features and priorities ➤Facilitate engagement of external project stakeholders ➤Provides due date for the project ➤Attends planning meetings reviews and retrospectives.
  18. 18. SCRUM MASTER ➤Coach or team leader ➤Servant leader ➤Helps the delivery team self-govern and self-organized ➤Facilitator and communicator ➤Coach and mentor to the delivery team
  19. 19. SCRUM MASTER ➤Guides agile processes ➤Helps product owner manage the product backlog ➤Helps the product owner communicate ➤Facilitates meetings ➤Follows up on issues
  20. 20. PROJECT SPONSOR ➤The main advocate for the project ➤Provides direction to the product owner ➤Determines value on time and on budget ➤May attend iteration review meetings ➤Authorizes the project
  21. 21. DEVELOPMENT TEAM ➤GETS THINGS DONE!
  22. 22. TEAM WORK ➤Team outperforms what would be the sum of its members’ individual accomplishments through a process called synergy.
  23. 23. Talent wins games but teamwork wins championships Michael Jordan TEAM WORK
  24. 24. TEAM DEVELOPMENT ➤ Tuckman’s model 1965 ➤ Less hierarchical structure ➤ Team Work!
  25. 25. TEAM FORMING ➤ Strangers meet ➤ Formalities are kept ➤ Most people are positive and polite ➤ Some are anxious ➤ Goals, rules, roles and tasks are not that clear
  26. 26. TEAM FORMING ➤ Low communication ➤ Conversation dominated by a few ➤ Direction is needed ➤ Build common goals and project vision
  27. 27. STORMING ➤ People start to push against the boundaries established ➤ Conflict between team member’s natural working style ➤ Challenge authority / hostility ➤ Question approach / goals
  28. 28. STORMING ➤ Stage where many teams failed. ➤Not a lot of support ➤ Members start to communicate their feelings ➤ Don’t really view themselves as part of a team ➤ Conflict and struggle for the approach - AKA pseudo team
  29. 29. NORMING ➤ Gradually resolve differences ➤ Appreciate each other strengths ➤ Respect authority ➤ Ask for help and constructive feedback ➤ Sense of momentum
  30. 30. NORMING ➤ Builds relationships ➤ Build interdependencies ➤The team works with each other and conflict has settled. AKA: potential team.
  31. 31. PERFORMING ➤ Team works in an open and trusting atmosphere and starts producing value towards achieving project goals and results ➤ Hierarchy is of little importance ➤ The team hits their stride. AKA: real team.
  32. 32. PERFORMING ➤ Performance metrics ➤ Continuous improvement ➤ On the way of becoming a high-performance team.
  33. 33. TRAITS OF HPT ➤ Performing Team ➤ 12 of fewer members ➤ Team members have complementary skills ➤ Team members are generalising specialist ➤ Team members are committed to a common purpose ➤ Team members hold themselves mutually accountable ➤ Team members share ownership of the project outcome.
  34. 34. Generalizing Specialists Specialist
  35. 35. DEFINING GENERALISING SPECIALIST ➤Team members can serve multiple roles ➤Team members easily switch between roles ➤Helps resolves bottlenecks
  36. 36. MENTORSHIP ➤Throw people into the fire ➤ Help them on request ➤ Meet them a half a step ahead ➤ Guarantee safety
  37. 37. SHU-HA-RI MODEL OF SKILL MASTERY SHU- HA- RI-
  38. 38. DREYFUS MODEL OF SKILL ACQUISITION ➤ Novice: follow the rules they’ve been given and make analytical decisions. ➤ Advanced beginner: still following the rules, but based on experience better understanding of the context of the rules
  39. 39. ➤ Competent: determining which rules are best for each situation. ➤ Proficient: actively choosing the best strategy rather than simply relying on the rules. ➤ Expert: decisions-making becomes intuitive. DREYFUS MODEL OF ADULT SKILL ACQUISITION
  40. 40. DREYFUS MODEL OF ADULT SKILL ACQUISITION Guidance Skill
  41. 41. DON’T FORGET: LIFE > SOFTWARE
  42. 42. MOTIVATOR & DEMOTIVADORS
  43. 43. EXPERIMENTING AND FAILING SAFELY ➤ The team should experiment and try new approaches ➤ It’s okay to fail ➤ Learn from failure and move forward ➤ An engagement culture rewards people for problem solving, collaboration and sharing ideas
  44. 44. ENCOURAGE CONSTRUCTIVE DISAGREEMENT ➤Debate and conflict is natural and healthy ➤Constructive conflict leads to better decisions and buy-in ➤ Divergence means the team will argue and debate ➤ Convergence means the team will agree on the best solutions
  45. 45. EMERGENT LEADERSHIP ➤Different people lead different initiatives ➤High-performing teams allow multiple leaders ➤No power struggle when leaders change roles ➤Leaders are self-selected and not assigned.
  46. 46. FIVE DYSFUNCTIONS OF A TEAM ➤Absence of trust ➤Fear of conflict ➤Lack of commitment ➤Avoidance of accountability ➤Inattention to results
  47. 47. DISTRIBUTED TEAMS ➤Distributed teams are virtual teams ➤Short iterations help collaboration in coordination ➤Distributed teams is not the same as outsourcing
  48. 48. DISTRIBUTED TEAMS ➤Distributed teams face more of a challenge in storming and norming ➤The project manager may need to introduce controversial or difficulties of the work early in the project.
  49. 49. DIGITAL TOOLS ➤Video Conferencing (Zoom) ➤Instant Messaging (Slack, Email) ➤Task/Story/Agile Boards (JIRA, Trello) ➤Online Calendar (Google, iCal, Outlook)
  50. 50. ➤Keep on track ➤Keep on time ➤Keep track of who is on the call ➤Keep the answers coming ➤Keep it fair ➤Keep it documented CONFERENCE CALL BEST PRACTICES
  51. 51. ➤Track the work that remains to be done on a project ➤Measures the project work TRACKING TEAM PERFORMANCE - BURN DOWN CHART
  52. 52. ➤ Tracks the work that has been completed ➤ As work is done the line moves upward ➤ Provides additional insight into the project status BURN UP CHART
  53. 53. ➤The measure of a team’s capacity to work per iteration ➤Measured in the same unit the team estimates work ➤Velocity early on is unstable, then stabilises. ➤Velocity tends to plateau TEAM VELOCITY
  54. 54. COMPLETION TIME / RELEASE DATE
  55. 55. LEARN MORE? AND MUCH MORE!
  56. 56. Q & A

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