На что ответит мой доклад: -Ещё раз докажем себе, что процессы служат людям, а не наоборот. -Один грамотный руководитель как-то сказал, что кадры решают всё. Как помочь кадрам решать хоть что-то? -Почему SCRUM редко работает в реальном мире? Является ли следование SCRUM самоцелью? -Как адаптировать процесс под бизнес-цели и создать микроклимат в команде.

1. Self-managed team: dream
or reality?
Светлана Старикова
Sigma Software
067 720 56 47
bellastart@gmail.com

2. TEAMS VS PROCESS
ON VIRTUES OF
SELF-MANAGEMENT

3. Сколько у вас лет
опыта работы в ИТ?
Briefly about myself
Кем работаете?

4. Medtronic Received FDA Approval for World's
First Hybrid Closed Loop System for People
with Type 1 Diabetes
My first PM experience

5. DMAIC cycle, Six Sigma Project
Management Roadmap
Define
Develop a vision for
Six Sigma project
Map the project
management
process
Understand client
needs and set project
requirements
Measure
Collect data on process
defects and possible
causes
Review process data
for a relatively long
period to identify each
cause
Organize hierarchically
and visualise process
data, use Pareto
analysis
Estimate starting
sigma level
Develop detailed
process maps
Analyze
Write description of
focuses problems
relating to the process
Explore potential
causes to process
failure/inefficiency
Organize potential
causes and collect
additional data
Quality cause-effect
relationships by statical
methods of analysis
Develop detailed
process maps
Improve
Create possible
solutions for root
causes
Select the most
feasible solutions
Design
improvement plans
Run pilot test for
the plans
Implement the plans
and evaluate results
obtained
Control
Design and document
standard practices for
process improvement
Train and develop
personnel
Keep track of
process
perfomance
Update standard
procedures
Summarize and
communicate results
and communicate
results obtained
Develop
recommendations and
future plans upon
project completion

6. Ideally, PM is only critical for
Define
Control

7. Control warning
(controlling one’s
behaviour is wrong!)
Cultural anthropologist, James
Redfield suggests that attempting to
control another person's behaviour
is a type of neurosis, based on
childhood feelings of
powerlessness.

8. CONTROL DRAMAS
The Intimidator

9. The Interrogator
CONTROL DRAMAS

10. Some curious
statistics
 An astounding 97% of organizations believe
project management is critical to business
performance and organizational success.
 The median salary for project managers is
$87,500 in the U.S.
 There are projected to be 15 million new
project management jobs within the
decade.
 Businesses identified “capturing time/costs
against projects” as their biggest project
management challenge.

11. Self-managing team:
dream profile
 Outstanding communication skills
 High level of self-discipline
 Proactive
 Result-focused rather than process-dependent
 Adaptable to changes

12. REALITY

13. THINGS
Important (related to you)
Unimportant (related to others)

14. Making unimportant
important
 Moral appeal does not always work (developers
are not often empathic)
 Give and take game (be more pragmatic)
 Enforcing VS enabling (generally, people like doing
things they like. Just ensure they’re busy with
those 80% of the time. Correction: at least ensure,
20% of team members who bring most value are
on what they enjoy doing 80% of the time …)
 Eliminate before you delegate (do not expect
people to clean up your mess, delegation is about
respect)

15. MAKING UNIMPORTANT
IMPORTANT
Make it fun

16. WHAT IF THEY SCREW UP?

17. Human error
Factors which influence the probability of human error:
Professional skill
Mitigation: feedback and regular performance review
Complexity of the task, completeness or contradiction of
information
Mitigation: get the f****** PO!
Physical and mental conditions, including stress and time
pressure
Mitigation: just give them some slack
Untried new technologies
Mitigation: give them time and use buffers
Social factors and organization
Mitigation: shield them

18. TEAMWORK
Project box with blinking light: 8.47 British pounds
Writing a speech to make co-worker look stupid: 33
minutes
Getting the results you wanted - PRICELESS

19. Ant algorithm
efficiency
procedure ACO_MetaHeuristic while(not_termination)
generateSolutions()
daemonActions()
pheromoneUpdate()
end while
end procedure

20. POINT
The more people work on the
process problem: the bigger is
probability to get it resolved in the
most optimal way.

21. Parkinson’s law:
we’re people after all
How to avoid time waste?
 Single responsibility (one person is
responsible)
 Open-close (avoid scope creep but allow for
flexibility)
 Member substitution (ensure no knowledge is
isolated)
 Talent segregation (do not confuse with full-
stack, just ensure you have different experts
on the team)
 Dependency inversion (depend upon abstract
principles and goals to allow for team
extension)

22. So why do we need
processes?
1. Processes are contracts by which we agree to
act. And contracts are better in act when bi-
lateral
2. To document our informal agreements in case
someone forgets
3. To keep the track of ant trailing
4. For education
5. For building team spirit (rituals rule)

23. WHAT ABOUT SCRUM?

24. Three cases when
SCRUM may not work…
 The team is not mature enough
 The customer is not mature enough
 PM wants to have everything under control
(see control dramas)

25. SO WHAT I DO AS PM?
After you’d built the team, focus on the main
business challenge: “capturing time/costs
against projects”

26. THANK YOU!