Downloaded 65 times
Uploaded byRimjhim Ray
Effective Agile Teams
Effective agile teams are self-organizing, cross-functional, and stable. The ideal agile team has 3-10 co-located members with different skills who report to a single product owner. However, real-world teams are often larger, distributed, and made up of multiple sub-teams. Scaling agile requires integrating work across distributed sub-teams through practices like Scrum of Scrums, shared code repositories, and release planning. Agile people management focuses on resource mobilization, career guidance, and servant leadership to create autonomous, adaptive, accountable teams that have fun and get the job done.
More Related Content
Effective Agile Teams
- 1.
- 2. Self – OrganizingTeams “ Agile processes employ self-organizing teams to handle the complexity inherent in systems development projects. A team of individuals is formed. They organize themselves into a team in response to the pressure of a deadline, reminding me of the saying, "Nothing focuses the mind like a noose!" (Schwaber 2001)
- 3. Key Characteristics ofan Agile Team • Whole, Self-Contained. Does not require external experts • Generalizing Specialists. Cross-functional • Stable. Change your mind! Do not change the team!
- 4. Agile Teams Are….. •Autonomous • Adaptive • Accountable And they have loads of FUN ……………………..Well Almost Always
- 5.
- 6. Agile Teams –The Core Supporting Pattern Technical Expert Domain Expert Independent Tester Scrum Master Team Product Owner
- 7. Large Teams –Work within a universe Operations System Integrators Scrum Master Independent PMO Team Quality Product Owner Assurance Enterprise Architecture
- 9. The ‘Ideal’ Team •Co-located • Between 3 and 10 people • Cross-functional, Self-Contained • Reporting to a single Product Owner
- 10. The Realities • Inreal world you work with a larger eco-system • Geographically dispersed • Multiple Component Teams
- 11. Scaling Scrum Product Owner Product Backlog Team A Team B Team C Team D Team E
- 12. Scaling Scrum Chief Product Owner PO PO PO PO PO Team A Team B Team C Team D Team E
- 13. Integration Management • Productarchitecture identifying interfaces and dependencies • User stories explicitly recognizing dependencies- Example new ordering Release Backlog system should interface with X billing system Team A Team B Team C • Synchronize iterations through consolidated release planning • Scrum of Scrums Continuous Integration • Integration testing 13
- 14. Distributed teams • CommunicationTechnology – video conferencing, chat tools • Establish communities of practice, wiki, blogs – shared knowledge • Deploy local scrum masters – Scrum of scrums to synchronize global teams • Move from a verification based approach to a result driven, value based approach 14
- 15. Scaling the ScrumRituals • Daily Scrum: Each team has a daily scrum. Updates posted to common dashboard • Iteration Planning: Shared understanding of highlevel stories • Each team does first level of planning. Joint review to validate dependencies • Release planning: Essential to get atleast all the scrum masters and lead developers together. Rest of team on- phone support 15
- 16. Collaborating across teams •Distribute coherent set of functionalities based on location • Each team has needed skills. Self-sufficient and self- organising • Teams in different locations work independently but collaborate to coordinate their work 16
- 17. Scaling Agile –Best practices • Shared code repositories • Wikis/ blogs to replace physical white boards • Online communities of practice • Disciplined approach to continuous integration. Plan for an integration environment • For complex projects allow for a follow-on end to end test sprint 17
- 18.
- 19. Agile People Management:Key Role • Plan Staffing – Resource Mobilization • Manage Staffing • Guide Careers • Plan Succession
- 20. Agile Resource Management Challenges • Recruiting specializing generalists • Sensitizing HR to the Agile Culture. Less Reshuffle • Agile is highly challenging. Only the most motivated will stay on • How do you fit in trainings, knowledge sharing sessions • Half-baked Agile practices can cause dissatisfaction. Watch Out!
- 21. Servant Leadership -The Invisible Leaders • Managers recede to the back- ground • Move away from allocating tasks to people. Tasks choose people • Team members decide who and what • Protect the team. Be the guiding angel. Servant Leader
- 22. Secret Recipe forGreat Teams • Trust. Inspire trust. Promote trust among the team • Communicate often. And without fear • Make it a fun place. Decorated work places. Fancy titles. Chief Imagination Officer, Managing Dreamer, Bug-Seeker • Reward. Agile Stars. Badges of Honor. • Nurture. Give everyone a pet project. Guide careers. Promote growth And the best team award goes to….
- 23.