The document discusses key topics for team performance including adaptive leadership, building agile teams, models of team development, and team motivation. It provides descriptions of agile team roles such as the development team, product owner, and scrum master. It also discusses characteristics of high-performing teams and dysfunctions of low-performing teams according to various models. The document emphasizes that people are more important than processes for project success.

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DOMAIN IV
Team Performance
(version 2.2)
MSc. PMP. Nguyen Thanh Phuoc
phuocnt@gmail.com
Key Topics
• Adaptive leadership
• Adaptive team roles
• Building agile teams
– Self-directing
– Self-organizing
• Burndown/burnup charts
• Caves and common
• Co-location (physical and virtual)
• Developmental mastery models
– Dreyfus (skill acquisition)
– Shu-Ha-Ri (mastery)
– Tuckman (team formation)
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• Global, cultural and team
diversity
• Osmotic communication
– Co-located teams
(proximity)
– Distributed teams (digital
tools)
• Tacit (un-written) knowledge
• Team motivation
• Team space
• Training, coaching and
mentoring
• Velocity

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Tasks TO DO
1. Develop team rules and processes to foster buy-in
2. Help grow team inter-personal and technical skills
3. Use generalizing specialists to maximize work flow
4. Empower and encourage emergent leadership
5. Learn team’s motivators and demotivators
6. Encourage communication via co-location and
collaboration tools
7. Shield team from distractions
8. Align team by sharing project vision
9. Encourage team to measure velocity for capacity
and forecasts
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Team

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Why People Over Processes?
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• Processes and tools are simply easier
to describe, explain, and classify
than the trickier topics related to
individuals and interactions.
• Also, it’s more difficult to formalize
practices related to individuals and
interactions because people vary so
much—in their skill sets, attitudes,
experiences, perspectives, culture,
and so on.
Why People Over Processes? (cont.)
8
• Based on thousands of completed
projects => if we want to lower costs
and boost performance, we should
focus more time on training,
retaining, and engaging our team
than on trying to improve our
processes

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Why People Over Processes? (cont.)
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• The COCOMO® model was created by reverse engineering
the inputs from thousands of completed software projects
that had a known exact cost è COCOMGII® data that
quantifies the importance of people versus processes
• What’s more important, people or processes? PEOPLE
Agile Team Roles
1. Development Team/Delivery Team
2. Stakeholder: Product Owner/ Customer/ Proxy Customer/
Value Management Team/Business Representative, Project
Sponsor
3. ScrumMaster/Coach/Team Leader
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Agile Team Roles (cont.)
1. Development Team/Delivery Team
– Build the product increments, using agile practices and
processes.
– Regularly update information radiators to share their progress
with stakeholders.
– Self-organize and self-direct their working process with in an
iteration.
– Share their progress with each other in daily stand-up meetings.
– Write acceptance tests for the product increments.
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Agile Team Roles (cont.)
1. Development Team/Delivery Team (cont.)
– Test and revise the product increments until they pass the
acceptance tests.
– Demonstrate the completed product increment to the
customer in the iteration review meeting
– Hold iteration retrospectives to reflection their process and
continually improve it.
– Perform release and iteration planning, including estimating
the stories and tasks
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Agile Team Roles (cont.)
2. Product Owner/ Customer/ Proxy Customer/ Value
Management Team/Business Representative
– Maximizes the value of the product by choosing and
prioritizing the product features.
– Manages the product backlog, making sure that it is accurate,
up to date, and prioritized by business value
– Makes sure the team has a shared understanding of the
backlog items and the value they are supposed to deliver.
– Provides the acceptance criteria that the delivery team will
use to prepare acceptance tests.
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Agile Team Roles (cont.)
2. Product Owner/ Customer/ Proxy Customer/ Value
Management Team/Business Representative (cont.)
– Determines whether each completed product increment is
working as intended, and either accepts it or requests changes
(in the iteration review meeting).
– May change the product features and their priority at anytime.
– Facilitates the engagement of external project stakeholders
and manages their expectations.
– Provides the due dates for the project and/or its releases.
– Attends planning meetings, reviews, and retrospectives.(If this
role is performed by a group of people, typically only one or
two of them will attend these meetings)
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Agile Team Roles (cont.)
2. Project Sponsor
– Serves as the project’s main advocate within the organization.
– Provides direction to the product owner role (the person or team
representing the business) about the organization’s overall goals
for the project.
– Focuses on the big picture of whether the project will deliver the
expected value on time and on budget.
– Is invited to the iteration review meetings to see the product
increments as they are completed, but might not attend.
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Agile Team Roles (cont.)
3. ScrumMaster/Coach/Team Leader
– Acts as a servant leader to the delivery team, helping them
improve and removing barriers to their progress.
– Helps the delivery team self-govern and self-organize ,instead of
governing and organizing them.
– Serves as a facilitator and conduit for communication within the
delivery team and with other stakeholders.
– Makes sure the delivery team’s plan is visible and its progress is
radiated to stakeholders.
– Acts as a coach and mentor to the delivery team.
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Agile Team Roles (cont.)
3. ScrumMaster/Coach/Team Leader (cont.)
– Guides the team’s agile process and makes sure their agile
practices are being used properly.
– Helps the product owner manage the product backlog.
– Helps the product owner communicate the project vision, goals,
and backlog items to the delivery team.
– Facilitates meetings(planning, reviews, and retrospectives).
– Follows up on issues raised in stand up meeting store move
impediments so that the team can stay on track.
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[K&S] Building Agile Teams
• Team: A small number of people with complementary
skills who are committed to a common purpose,
performance goals and approach for which they hold
themselves mutually accountable.
– a small number of people (typically 12 or fewer members
in PMI – ACP, 7+-2: Scrum)
– complementary skills (cross-functional skills)
– committed to a common purpose
– hold themselves mutually accountable (the team has
shared ownership for the outcome of the project)
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The “specific” specialists team
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The “Specific” specialists team (cont.)
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The generalizing specialists team
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Characteristics of High-Performing Teams (Idea 1)
1. Have a shared vision for the team
This enables the team to make faster decisions and builds trust
2. Set realistic goals
3. Limit team size to 12 or fewer members
Small teams are able to communicate face-to-face and support
tacit (unwritten) knowledge
4. Build a sense of team identity
5. Provide strong leadership
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Characteristics of High-Performing Teams (Idea 2)
• Lyssa Adkins has also explored high-performance
teams and has identified that they have the following
eight characteristics:
1. self-organizing
2. are empowered to make decisions
3. can solve any problem
4. committed to team success
5. owns its decisions and commitments
6. motivated by trust, instead of fear or anger
7. are consensus-driven (sự đồng lòng), with full divergence and then
convergence
8. are in constant constructive disagreement
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The Eve Dysfunctions (rối loạn) of a Team (Idea 3)
Low performing teams of Patrick Lenrioni
• Absence of trust: Team members are unwilling to be
vulnerable within the group.
• Fear of conflict: The team seeks artificial harmony over
constructive, passionate debate.
• Lack of commitment: Team members don’t commit to group
decisions or simply feign agreement with them.
• Avoidance of accountability: Team members duck the
responsibility of calling person counter productive behavior
or low standards.
• In attention to results: Team members prioritize their
individual needs, such as personal success, status, or ego,
before team success.
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High Performing Team vs Low Performing Team
• maximize performance team are
– clear and realistic goals, building trust
– open and honest communication –
even in case of disputes or conflicts
– taking ownership, empowered, self-
organizing
– coaching and mentoring
– choose teammates with
complementary skills to perform all
tasks
– sense of belonging (identity)
– make decisions through consensus
(participatory decision model)
– full-time, dedicated members
– limiting each team to have 12
members or below, break down the
team if needed
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• low performing teams are
– absence of trust
– fear of conflict
– lack of commitment
– avoidance of
accountability
– inattention to results
[K&S] Models of
TEAM Development

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SHU-HA-RI Model
• [K&S] Shu-Ha-Ri Model of Skill Mastery
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Source: Ahmed Sidky
Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity
Shu-Ha-Ri - Applied to Agile team

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Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity
Shu-Ha-Ri - Applied to Agile team
Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity
Shu-Ha-Ri - Applied to Agile team

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Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity
Shu-Ha-Ri - Applied to Agile team
Dreyfus - Model of Team Development
• [K&S] Dreyfus Model of Adult Skill Acquisition
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Tuckman - Model of Team Development
• [K&S] Tuckman Model of Team Formation and Development
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Servant Leadership

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4
4
Agile Servant Leadership
Servant leadership can be most likely associated with the participative
management style
Philosophy and practice of leadership, coined and defined by
RobertK. Greenleaf
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Agile Servant Leadership (cont.)
• Everything we do as Agile leaders is within the context of
servant leadership
• We change our behaviors to meet our team’s needs while modeling
collaboration, trust, empathy (đồng cảm), and ethical use of power.
• We practice deep listening, self awareness, and commitmentto
others.

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6
6
Characteristics of a ServantLeader
1. Listening
2. Empathy (đồng cảm)
3. Healing (chữa lành bệnh)
4. Awareness
5. Persuasion
6. Conceptualization
7. Foresight
8. Stewardship
9. Commitment to the growth of people
10.Building community
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7
Scrum Master as a ServantLeader
Scrum Master is the leader – NOT the “Boss” or the
“Manager” of the team (aka Servant Leader)

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[T&T] Adaptive Leadership Styles
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In Tuckman Model of Team Formation and Development
[K&S] Team Motivation
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• A person’s position on this continuum is based on their level
of motivation—so we can think of efforts to motivate people
as the art of encouraging them toward the right-hand side of
this range

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[K&S] Team Motivation (cont.)
• Motivating individuals, we can also approach motivation in
terms of the entire team (by Cock Burn)
• If the team members’ individual motivations are personal and
have no alignment toward the project goal, then the overall
team vector (direction and speed) is likely to be small and not
well directed toward the project goal, as shown below
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[K&S] Team Motivation (cont.)
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• To achieve this alignment, we need
to discover and fully understand
the personal motivators of the
team members and the motivators
for the team as a group
• Coming up with whole-team
rewards, rather than giving
individual rewards for discrete
pieces of project work.
• Promote the “mutually
accountable” aspect of teamwork

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[K&S] Training, Coaching, and Mentoring
• Trainer
• Coach
• Mentor
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[K&S] Training, Coaching, and Mentoring
• Coaching Activities: help the team members stay on track,
overcome issues, and continually improve their skills
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[K&S] Training, Coaching, and Mentoring
• Lyssa Adkins outlines the following guidelines for one-
on-one coaching:
1. Meet them a half-step ahead
• Don’t try to push people directly to the end point.
• Instead, coach them so that they move toward the end
goal and take the next step from where they are now.
2. Guarantee safety
3. Partner with managers
• Team members’ project contributions are reported
appropriately to their functional managers
4. Create positive regard
• We might not personally like every individual we coach, but
we do have to help them equally
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Creating Collaborative Team Spaces (Places)
• Co-location
• Team space
• Osmotic (open) communication
• Distributed team
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[T&T] Team Space (Working Place)
• The team space (working place)
should also be supplied with the
following tools and equipment
– White boards and task boards
– Sticky notes, sticky paper,
flipcharts
– Round table with screen/laptop
– Video conferencing capability
– No barriers to face-to-face
communication
–Food, snacks, and toys!
HI HI HI
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[T&T] Osmotic Communication
• Osmotic communication refers to the useful information that
flows between team members who are working in close proximity
to each other as they overhear each other’s conversations
• To improve their osmotic communication we want to get people
sitting and working closely together with few barriers between
them.
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[K&S] Global, Cultural and Team Diversity
• Different time zones
• Different cultures
• Different communication styles
• Different native languages
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Distributed Teams
• Video conferencing, live chat, Skype, Interactive whiteboards
• Instant messaging(IM) and VoIP (Voice over Internet Protocol)
headsets
• Presence-based applications
• Electronic task boards and story boards
• Web-based meeting facilitators; Survey applications
• Agile project management software
• Virtual card walls; Smart boards; Digital cameras
• Wiki sites, document management tools, and collaboration
websites, automated testing tools, automated build tools, and
traffic-light-type signals
• CASE tools

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> Joe Test: 12 Steps to Better
1. Do you use source control?
2. Can you make a build in one step?
3. Do you make daily builds?
4. Do you have a bug database?
5. Do you fix bugs before writing new code?
6. Do you have an up-to-date schedule?
7. Do you have a spec?
8. Do programmers have quiet working
conditions?
9. Do you use the best tools money can buy? -
10. Do you have testers?
11. Do new candidates write code during their
interview?
12. Do you do hallway usability testing?
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https://www.joelonsoftware.com/2000
/08/09/the-joel-test-12-steps-to-better-
code/
Tracking Team
Performance

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[T&T] Burn Down Chart
• Make the team’s progress visible at a glance
• Forecast when the project (or a release within the project) will be
complete
• Burndown charts show the estimated effort remaining on the project
• Burnup charts show the features that have been delivered already
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[T&T] Burn-Up Chart
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Cumulative (lũy kế) Flow Diagram
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• We can add work in progress to our burnup chart to
track both work started and work completed. When we
do that, we create a cumulative flow diagram (CFD)
[T&T] Velocity / Capacity
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References
• PMI-ACP Exam Prep 2015 By Mike Griffiths, PMI-ACP, PMP
• Many other resources from Internet
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Thank you for your attention!
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