Agile camp2017 high performing teams
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The document discusses what makes teams high performing and provides an activity for individuals and groups. For the individual activity, participants use the High Performance Model to identify which behaviors their team has resolved and which are still unresolved. In the group activity, participants discuss as a table what is resolved and unresolved for their respective teams, and if any behaviors are unresolved, they gather ideas from others on how to fully resolve it. They also create a list of activities to take back to their own teams.
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This document discusses the challenges of saying "yes" when we don't want to for fear of disappointing others. It notes that constantly agreeing can increase stress, anxiety, and physical health issues. Alternative responses are suggested such as acknowledging concerns but proposing a better option. Effective communication techniques are also outlined like using others' language, explaining terms, asking questions, restating to confirm understanding, and avoiding extreme questioning. Partners are asked to roleplay times when saying "no" could have improved a situation.
Agile Camp 2018 - Unplanned Work
The document discusses how interruptions can significantly reduce productivity. It notes that a single interruption of just 10 minutes can lead to over 30 minutes of lost time getting back to a complex task. It also shares that in the first 76 minutes of work, only 11 minutes were spent on the actual task due to interruptions. The document advocates limiting work in progress to reduce wait times, making all work visible even if it's ad hoc requests, and measuring and trending data to understand productivity impacts.
Agile camp 2018 - Team Metrics
This document discusses the importance of team metrics for identifying problems, making forecasts, and driving corrective behaviors. It emphasizes that both qualitative and quantitative data from sources like Jira and Excel can provide leading and lagging metrics to understand team performance. Examples are given around tracking items delivered and forecasting readiness. The goals are to help teams gain intuition on these concepts and find new ways to sell analytics using analogies.
Agile Camp 2018 - Question Storming
The document discusses using questioning to improve project planning and outcomes. It recommends generating questions before developing solutions to surface issues and ensure the right problems are addressed. Poor planning is cited as a leading cause of project failure. Questioning at the start allows all voices to be heard and contingency plans to be developed. The technique involves clarifying objectives and assumptions before brainstorming open-ended questions without immediate answers. This approach helps focus a group on the most important questions to guide the project in a collaborative manner.
Agile Camp 2018 - Up Your Game
This document describes several icebreaker games that were played at an Agile camp. It provides instructions for games like #onetimeatAgileCamp where participants pass colored balls around in a circle while saying another participant's name. It also describes a game where participants come up with creative names and drawings for "team monsters" that represent problems, and brainstorm ways to defeat the monsters. Finally, it suggests an activity where participants collaborate to tell a story by each adding just one word at a time.
Agile camp who are you to judge final
The document discusses developing a learner mindset over a judger mindset. It provides tools and questions to help observe situations objectively, understand different perspectives, and make decisions focused on learning and positivity. Specific tools mentioned include using questions to empower observation skills, distinguishing learner and judger questions, making friends with one's inner judger, and questioning assumptions. The overall message is that reframing one's thinking through questions can help navigate challenges and find new possibilities.
Agile camp2017 change
This document lists books and authors about change and how to successfully implement change when it is difficult. It includes the titles "Switch: How to Change When Change is Hard" by Dan Heath and Chip Heath and "Influencer: The New Science of Leading Change" by Joseph Grenny and Kerry Patterson. The document also notes it was created in September 2017 and includes a hashtag for AgileCamp.
Agile camp2017 empowerment
Empowerment refers to measures that increase autonomy and self-determination for individuals and communities, allowing them to represent their own interests responsibly and independently. It is the antithesis of controlling power over others. The goal is to enable self-determined decision making.
Metrics
The document contains charts showing metrics over time such as commitment burnup, predictability burndown, completed capacity, velocity, rework, throughput, and cycle time. It also shows charts comparing ideal and actual remaining work in hours and story points over the same time period. The text emphasizes that data needs to be understood, visible, and used as the starting point for conversations around improvement.
Facilitation
The document discusses facilitation and describes it as a fluid process using various tools and techniques to empower participants, invite collaboration, and increase commitment to group solutions in order to maximize productivity. An effective facilitator guides a group to their own solutions by listening 80% of the time, building bridges, engaging all styles and ideas, and acting as a "ringmaster". In contrast, an ineffective facilitator is rigid, forces answers, talks too much, and only engages those who are similar.
Trust grid workshop
The document discusses how mutual respect and trust are essential for self-organizing teams to evolve into high-performance teams. It outlines an exercise for teams to identify existing "trust anti-patterns", determine if they are bearable or hurt the team, and propose "trust boost-patterns" to counteract the anti-patterns. The document concludes with an activity where team members and managers make commitments to build trust.
Stakeholder
This document outlines various stakeholders for a project including direct and indirect users, managers, senior management, operations staff, funders, support members, auditors, program managers, and other developers. It discusses that stakeholders want their work prioritized, have limited time for additional tasks, and prefer effective relationship building through clear communication and availability rather than large upfront requirements, siloed work, or delays in decision making. Stakeholders want everyone involved from the start to build trust and partnership through an iterative process.
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Agile camp2017 high performing teams
- 3. #onetime@AgileCamp What makes teams high performing?
- 10. #onetime@AgileCamp Individual Activity Using the High Performance Model, go through the resolved and unresolved items Check off all the resolved behaviors Circle the behaviors that are unresolved Group Activity At your tables, work with each other discussing what’s resolved and unresolved for your respective teams. If you have a behavior that is unresolved, gather ideas from each other on how your team was able to resolve it fully Create a list of activities/actions that you can take back to your team
Editor's Notes
- USS Nimitz MUST perform at the highest of levels Vested interest in the performance of each team member So SR pilots are very interested in bringing up the most junior of pilots in the squadron For them… it’s a matter of life and death
- We’ve all been a part of a great team at some point. Maybe we’ve been on multiple high-performing teams. Brief table talk: 3-5 minutes discussing at your table what was evident on these high performing teams? But why does it seem so elusive and hard to replicate? Poll Everywhere – In a word, describe the ONE thing that makes a team high performing
- Poll Title: What is ONE word that describes high performing / great teams? https://www.polleverywhere.com/free_text_polls/c99cCZLOg3u0jIH
- When do you know you’re on a high performing team? Were there intentional actions you or your teammates took to achieve high performance? Or did it happen by accident? Able to track it?
- https://www.youtube.com/watch?v=mR0_SK1K8xY Consider the Blue Angels What did they describe as necessary? Does your team have all or some of those traits? If not, what’s missing?
- Over 200 different things that have been identified as “the one thing” needed for high performance Google Project Aristotle = Psychology Safety Gama Sutra = Shared Vision At Google, if Low Psychology Safety = Low Performing Teams Psychological Safety from HBR… psychological safety, the belief that you won’t be punished when you make a mistake. Studies show that psychological safety allows for moderate risk-taking, speaking your mind, creativity, and sticking your neck out without fear of having it cut off — just the types of behavior that lead to market breakthroughs.
- Drexler / Sibbet Describe Resolved vs Unresolved Also discuss you may be mostly RESOLVED in step 2 and a couple steps left unresolved but seeing glimpses of step 3 or even 4 Tuckman’s Team Maturation
- Individual Activity (3 minutes) Group Activity (Depending on time, 5-7 minutes)
- What will you take back to your teams? Are you willing to take that next intentional step? Or… are you rolling the dice hoping for the best to happen magically. It’s not magic. It takes work.