Building Agile Teams agile Prague 2022.pdf
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We all know how important is trust for any team to deliver result. The question is, how to build trust in practice? We all heard that agile teams should be self-manage. The question is, how to develop a team that is able to self manage and achieve results? We all understood that cross functionality is crucial for development teams to be able to deliver "done" functionalities and absorb variations in the demand. The question is, how to make it happen in real life when companies are still hiring specialists? Some of our Agile teams have Scrum masters. The questions are, do we really need a Scrum Master? What should we expect from a good one? Using real life examples from companies that made Agile their competitive advantage and from companies that failed to get results from Agile. I'm going share practical tools that you can use as a manager, leader, scrum master or team member to make trust, self-management, cross-functionality and high performance a reality in your team.
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Building Agile Teams agile Prague 2022.pdf
- 1. Building Agile teams B Y A N G E L D I A Z - M A R O T O www.dmagilecoaching.com
- 2. Of course the requirements are completely clear
- 3. ··· I don't know what is this guy talking about ···
- 4. You will have it next Monday!
- 5. I'll take care personally
- 6. I'm a true leader
- 7. ... next Monday .... www.dmagilecoaching.com
- 9. "Agile is a great way to stop breaking promises." Angel Diaz-Maroto
- 10. Committed with the product Cross functional Trustworthy Self-managed 1. 2. 3. 4. www.dmagilecoaching.com Agile teams are:
- 11. Leadership for Agile Teams www.dmagilecoaching.com
- 12. 1) Committed with the product www.dmagilecoaching.com
- 13. Frame a new working relationship www.dmagilecoaching.com
- 14. "Your job is not what you do, is what you pursue." Fred Koffman
- 15. "Your job is not to complete the task that is assigned to you. Your Job is to do whatever is in your hand to help your team deliver a piece of product that satisfies the customers' needs." www.dmagilecoaching.com
- 17. Deliver a component vs. Deliver a product www.dmagilecoaching.com
- 20. Linear -> Reduce Variations www.dmagilecoaching.com
- 21. Adaptive -> Absorb variations www.dmagilecoaching.com
- 24. Do not ask for trust www.dmagilecoaching.com
- 27. Naive Trust vs. Informed trust www.dmagilecoaching.com
- 28. Nurture a team that fulfil their promises. www.dmagilecoaching.com
- 30. Learn how to build and hold Promises www.dmagilecoaching.com
- 32. Leadership Trust fulfilled promises Articulated promises Impeccable teams The anatomy of Trust
- 33. Articulate promises for self-management www.dmagilecoaching.com
- 34. a) Articulate the GOAL Relevant (Care) Clear Representation of the future Conditions of satisfaction Accepted
- 36. a) Articulate the GOAL in Scrum Relevant (Sprint Goal - Commitment -) Clear Representation of the future (Refinement, User Stories) Conditions of satisfaction (Acceptance Criteria) Accepted (Sprint planning)
- 37. b) Ensure the required level of ABILITY Know (knowledge) Can (authority & instruments) Development Level (Experience)
- 39. b) Ensure the required level of ABILITY in Scrum Know (Refinement, Spikes) Can (impediment removal, "protection") Development Level (retrospective, SM leadership)
- 40. c) Define clear BOUNDARIES Common understanding of context Client / Executor Time limits
- 42. c) Define clear BOUNDARIES in Scrum Common understanding of context (rules of Scrum, DoD) Client / Executor (Stakeholders, Sprint Review) Time limits (Sprint, TimeBox)
- 43. Hold commitment Raise awareness (if commitment is in danger) Celebrate (if commitment is fulfilled) Instruct to repair & correct (if commitment is broken)
- 45. Hold commitment in Scrum Raise awareness (Daily Scrum) Celebrate (Sprint Review, Sprint Retrospective) Instruct to repair & correct (Sprint Review, Sprint Retrospective)
- 47. Commitments in Scrum Product Backlog -> Product Goal Sprint Backlog -> Sprint Goal Increment -> Definition of Done
- 48. New level of empowerment that is consistent with a level of commitment www.dmagilecoaching.com
- 49. Purpose Ability Limits Relevant (Care) Clear Representation of the Future Conditions of Satisfaction Accepted Development Knowledge Authority Shared context Client / Executor Time Promise
- 50. What if the team doesn't fulfill their commitment? www.dmagilecoaching.com
- 52. Repair & Correct so it doesn't happen again www.dmagilecoaching.com
- 55. Management: Planning, follow up and control of activities directed to achieve a specific result. Angel Diaz-Maroto
- 56. Self-Management: Planning, follow up and control of activities directed to achieve a team Goal, performed by the same team. Angel Diaz-Maroto
- 57. New type of commitment www.dmagilecoaching.com
- 58. Commitment to complete the task assigned to me by my boss Commitment to deliver a "Done" product increment that is valuable to the customer Reformulate the decisional boundaries to be consistent with the new type of commitment
- 59. Direction Support Direction width Leadership Style Commitment level Competence level Talent required Development stage
- 60. Standardisation Task Systematic High "Honeymoon" Low semi-skill Standards follower Direction Support Direction width Leadership Style Commitment level Competence level Talent required Development stage
- 61. Standardisation Efficiency Task Result Systematic Achiever High "Honeymoon" Low "disconnect" Low Some semi-skill Technical Standards follower Builder Direction Support Direction width Leadership Style Commitment level Competence level Talent required Development stage
- 62. Agility Standardisation Efficiency Task Result Goal Systematic Achiever Energizing High "Honeymoon" Low "disconnect" Variable "Participate" Low Some Moderate to high semi-skill Technical Creativity Standards follower Builder Agile Direction Support Direction width Leadership Style Commitment level Competence level Talent required Development stage
- 63. Agility Resilience Standardisation Efficiency Task Result Goal Meaning Systematic Achiever Energizing Inclusive High "Honeymoon" Low "disconnect" Variable "Participate" High "Belong" Low Some Moderate to high High semi-skill Technical Creativity Vocation Standards follower Builder Agile Resilient Direction Support Direction width Leadership Style Commitment level Competence level Talent required Development stage
- 64. Task Result Goal Meaning Systematic Achiever Energizing Inclusive High "Honeymoon" Low "disconnect" Variable "Participate" High "Belong" Low Some Moderate to high High Direction Agility Resilience Standardisation Efficiency semi-skill Technical Creativity Vocation Standards follower Builder Agile Resilient Support Direction width Leadership Style Commitment level Competence level Talent required Development stage
- 65. Lead with awareness and intention www.dmagilecoaching.com
- 66. Certified Scrum Trainer (CST) Certified Enterprise Coach (CEC) & Certified Agile Leadership Educator (CALE) by the Scrum Alliance. Professional Certified Coach (PCC) DM AGILE COACHING Founder, coach & trainer ANGEL DIAZ MAROTO @angeldiazmaroto Follow my Angel Diaz Maroto