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Agile Teamworking
Carolyn Hill - Project Manager
Scott Russell - Devops Advisor
Developers, Developers, Developers, Developers
“Teams, Teams, Teams,
Teams”
3
Not the “Steve Balmer”
quote we were looking for
Agile Teamworking
1. Team is the default unit of work
2. Inter teams communication
dictates “architecture”
Ref: Conways Law
3. How to do this at home(the new
workplace)
Agenda
4
5
No individual stands alone in the team.
Everyone’s success depends on the teams
success
“Default Unit of work”
What are the attributes of an Agile team?
Attributes
6
5-9 People
Storming
Performing
Forming
Norming
Empowerment
People Man. v Teams
Long Lived
Team not
Individual
Perf.
7
Enabling Platform
Complicated - subsytem
4 Types of teams
How Many?
Stream
Collaboration
8
<x> as A Service Facilitating
3 Ways of Interacting
Team Connections
9
How teams talk to each other, has
ramifications not just for team overhead, but
also in terms of the architecture that they
implement - Oh noes!!!
Inter-Teams Communication
“Any organisation which designs
systems is doomed to replicate
their internal communications
structure into the architecture of
the new system”
10
Conway’s Law
11
Not a random selection of individuals
Team Design (Organisational design in drag)
● Whilst setting up the team, the realisation that you are in fact designing
the architecture of the application
● Involve the architectects of the application in the setup and
instantiation of the teams(reverse conway maneuver)
● Be aware of the natural fracture planes, at team boundaries
● Empower the team designers to alter the organisational structure
“Just as empowerment
without sharing fails, so does
sharing without
empowerment”
12
General Stanley McChrystal
Team of Teams
● “Eyes on - Hands Off” leadership
Teams break down when…
○ the edge of the team meets the
wall of the silo
○ Brooks Law ”adding people to a
late project makes it later”
General Stanley McChrystal
Working with other (Silo)teams
● Use a team liaison person to breakdown silos. The person
either comes from the silo into your team, or you assign the
person to the Silo team.
● Choose wisely:
○ If it does not “pain” you to give the person up, pick
someone else
○ If you would not recognise their voice on a call at home at
02:00am in the morning, pick someone else
Enterprise Integration
Appropriate times for communication
● Inter team communication helps during discovery
● Unneccessary team communication impacts execution
● Not everyone needs to know everything
● Orginisational design trumps software architecture - Oh noes?
● Restrict teams to one “complex” or “complicated” domain or a
subset of the team to one domain where that will reduce the
cognitive load
pathways
Designing the team API(interaction with others)
● Cognitive loading - what is it and how do we measure it
● Context Switching, and maximum number of domains that a team
can handle.
● Design the “Team API” - or Ways of Working and Interacting with
and within the team
● When you are designing the teams structure for a given project, be
aware that you are inadvertently designing the architecture of the
system(Conway’s law). So be sure to involve the
architect’s/technical software/system experts in the design
decisions. Remember team communications channels, forma and
informal
Interactions are useful
Everyone has boundaries, Teams do, too.
● Be aware of the “software boundaries”.
● What are the business domains that are currently in use
● Can we map those boundaries, whilst ensuring domain
separation (ie are they affected by conway’s law?)
● What other fracture planes can we use to assist in separating
teams
Don’t cross the line…..
18
No Metrics here
● Measure the informal communication structures
○ Hold a communication discovery workshop
○ Ask everyone to list all the groups/critical individuals they
communicate with in slack/teams/discord/email.
Important to “ask”. Do not data mine your team.
● Map the current architecture to the current communication
channels. Is the architecture being influenced by the
communication channels?
Measurement helps(to identify Conway’s law violations)
19
Let’s talk about some steps you can take to
implement teams as the default unit of work,
whilst impacting the architecture in a positive
way - “the reverse conway maneuver”
How to do this at home(the
new work environment).
20
“Instantiation”
“Reverse Conway Maneuver”
21
What to be aware of
First steps
22
● Use “Reverse Conway Maneuver”
● Involve architects, or architecture
roles in a distributed architecture
setup for team design
● Run a Ways of Working workshop with
each team, and between teams that
communicate regularly
● Run “many” refinement sessions.
These are tiring but necessary for
forward velocity, especially early on
in the team lifecycle
● Start executing, from the first
sprint, by delivering value to the
business
● “Always be getting to production”
● Establish clear boundaries of
responsibilities for teams
● Restrict team responsibilities to
match the maximum cognitive
load - important
● Involve the team in the planning from
day 1
23
“Execution”
Someone has to do the work
This is the value add
24
● During Execution phases of the
project, reduce non - execution
comms to near zero
● Map out the communication
structures between teams, not the org
chart(this is how work actually gets
done, based on interpersonal and
inter-team reputation)
● Organisational design prevails over
software architecture design -
(remember Conway’s law)
Prioritisation is a real world problem
Prioritisation is an actual realworld issue
No.
of
Stories
TImeframe ( 1 year )
Business
Demand
Actual
Delivered by
Agile Team
X4 times
more demand
than actual
26
Reflection
Recall and reflect on past events
● Hold retrospectives, at key points on the journey
● Mix up the retrospectives, use different
techniques depending on the contex eg.
good/bad/ugly, KALM, Keep/Add/More/Less
etc
● Use Futurespectives to remove immovable
barriers by projecting forward in time and
reflecting back on how the team solved the
impossible.
● Use slack/teams/Zoom for your Retros. Stop
adding more tools to do simple tasls
Looking back is how you remember
Any questions?
Please enter your questions
using the Q&A tab on the
right hand side of this
screen.
29
Contact
Carolyn.Hill@Nordcloud.com
Scott.Russell@Nordcloud.com
SLidedeck:
https://www.slideshare.net/sc0ttruss/
Thank you for joining us!

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Agile teamworking

  • 1. The session will start shortly…
  • 2. Agile Teamworking Carolyn Hill - Project Manager Scott Russell - Devops Advisor
  • 3. Developers, Developers, Developers, Developers “Teams, Teams, Teams, Teams” 3 Not the “Steve Balmer” quote we were looking for
  • 4. Agile Teamworking 1. Team is the default unit of work 2. Inter teams communication dictates “architecture” Ref: Conways Law 3. How to do this at home(the new workplace) Agenda 4
  • 5. 5 No individual stands alone in the team. Everyone’s success depends on the teams success “Default Unit of work”
  • 6. What are the attributes of an Agile team? Attributes 6 5-9 People Storming Performing Forming Norming Empowerment People Man. v Teams Long Lived Team not Individual Perf.
  • 7. 7 Enabling Platform Complicated - subsytem 4 Types of teams How Many? Stream
  • 8. Collaboration 8 <x> as A Service Facilitating 3 Ways of Interacting Team Connections
  • 9. 9 How teams talk to each other, has ramifications not just for team overhead, but also in terms of the architecture that they implement - Oh noes!!! Inter-Teams Communication
  • 10. “Any organisation which designs systems is doomed to replicate their internal communications structure into the architecture of the new system” 10 Conway’s Law
  • 11. 11 Not a random selection of individuals Team Design (Organisational design in drag) ● Whilst setting up the team, the realisation that you are in fact designing the architecture of the application ● Involve the architectects of the application in the setup and instantiation of the teams(reverse conway maneuver) ● Be aware of the natural fracture planes, at team boundaries ● Empower the team designers to alter the organisational structure
  • 12. “Just as empowerment without sharing fails, so does sharing without empowerment” 12 General Stanley McChrystal
  • 13. Team of Teams ● “Eyes on - Hands Off” leadership Teams break down when… ○ the edge of the team meets the wall of the silo ○ Brooks Law ”adding people to a late project makes it later” General Stanley McChrystal
  • 14. Working with other (Silo)teams ● Use a team liaison person to breakdown silos. The person either comes from the silo into your team, or you assign the person to the Silo team. ● Choose wisely: ○ If it does not “pain” you to give the person up, pick someone else ○ If you would not recognise their voice on a call at home at 02:00am in the morning, pick someone else Enterprise Integration
  • 15. Appropriate times for communication ● Inter team communication helps during discovery ● Unneccessary team communication impacts execution ● Not everyone needs to know everything ● Orginisational design trumps software architecture - Oh noes? ● Restrict teams to one “complex” or “complicated” domain or a subset of the team to one domain where that will reduce the cognitive load pathways
  • 16. Designing the team API(interaction with others) ● Cognitive loading - what is it and how do we measure it ● Context Switching, and maximum number of domains that a team can handle. ● Design the “Team API” - or Ways of Working and Interacting with and within the team ● When you are designing the teams structure for a given project, be aware that you are inadvertently designing the architecture of the system(Conway’s law). So be sure to involve the architect’s/technical software/system experts in the design decisions. Remember team communications channels, forma and informal Interactions are useful
  • 17. Everyone has boundaries, Teams do, too. ● Be aware of the “software boundaries”. ● What are the business domains that are currently in use ● Can we map those boundaries, whilst ensuring domain separation (ie are they affected by conway’s law?) ● What other fracture planes can we use to assist in separating teams Don’t cross the line…..
  • 18. 18 No Metrics here ● Measure the informal communication structures ○ Hold a communication discovery workshop ○ Ask everyone to list all the groups/critical individuals they communicate with in slack/teams/discord/email. Important to “ask”. Do not data mine your team. ● Map the current architecture to the current communication channels. Is the architecture being influenced by the communication channels? Measurement helps(to identify Conway’s law violations)
  • 19. 19 Let’s talk about some steps you can take to implement teams as the default unit of work, whilst impacting the architecture in a positive way - “the reverse conway maneuver” How to do this at home(the new work environment).
  • 22. What to be aware of First steps 22 ● Use “Reverse Conway Maneuver” ● Involve architects, or architecture roles in a distributed architecture setup for team design ● Run a Ways of Working workshop with each team, and between teams that communicate regularly ● Run “many” refinement sessions. These are tiring but necessary for forward velocity, especially early on in the team lifecycle ● Start executing, from the first sprint, by delivering value to the business ● “Always be getting to production” ● Establish clear boundaries of responsibilities for teams ● Restrict team responsibilities to match the maximum cognitive load - important ● Involve the team in the planning from day 1
  • 24. Someone has to do the work This is the value add 24 ● During Execution phases of the project, reduce non - execution comms to near zero ● Map out the communication structures between teams, not the org chart(this is how work actually gets done, based on interpersonal and inter-team reputation) ● Organisational design prevails over software architecture design - (remember Conway’s law)
  • 25. Prioritisation is a real world problem Prioritisation is an actual realworld issue No. of Stories TImeframe ( 1 year ) Business Demand Actual Delivered by Agile Team X4 times more demand than actual
  • 27. Recall and reflect on past events ● Hold retrospectives, at key points on the journey ● Mix up the retrospectives, use different techniques depending on the contex eg. good/bad/ugly, KALM, Keep/Add/More/Less etc ● Use Futurespectives to remove immovable barriers by projecting forward in time and reflecting back on how the team solved the impossible. ● Use slack/teams/Zoom for your Retros. Stop adding more tools to do simple tasls Looking back is how you remember
  • 28. Any questions? Please enter your questions using the Q&A tab on the right hand side of this screen.
  • 30. Thank you for joining us!