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Effective Teams
The document discusses effective teamwork and the importance of factors such as work-in-progress limits, collective intelligence, and the balance of cognitive styles within teams. It emphasizes that multitasking can reduce quality and that teams focused on single projects tend to perform better. Additionally, it highlights the significance of social perceptiveness and communication quality in enhancing team effectiveness and collective intelligence.
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Effective Teams
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- 2. Hi, I’m Pawel LunarLogic http://lunarlogic.io Blog http://brodzinski.com Twitter @pawelbrodzinski
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- 8. There always is abottleneck
- 10. Visualization helps to understand work andspot problems
- 11. What’s the problemwith queues again?
- 12. Cost of multitasking Source:Gerald Weinberg, Quality Software Management: Vol. 1 System Thinking
- 13. Zeigarnik Effect Tendency toexperience intrusive thought about an objective left incomplete Source: S. Greist-Bousquet, N. Shiffman: The effect of task interruption and closure on perceived duration
- 14. Cost of taskswitching is rooted in interference from thoughts about the task you are not doing Eyal Ophir
- 15. Multitasking cripples quality Source: E. Ophir,C. Nass, A. Wagner: Cognitive control in media multitaskers
- 16. Teams that worked onlyon a single project were significantly better in terms of defects density Larry Maccherone
- 17. Work in Progresslimits 5O
- 20. WIP limits result inslack time
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- 23. Impact of WIPlimits 5O
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- 28. Why do features you buildwork this specific way?
- 29. Why do clients wantthese features?
- 30. What is (roughly) value ofthe features?
- 31. Would you speak upif a feature wasn’t value-adding?
- 32. There is nothingso useless as doing efficiently that which should not be done at all Peter Drucker
- 33. Product management is ourjob too
- 34. The client isn’talways right
- 35. More than ahalf the features in large software products go unused Source: Victor R. Basili, Barry Boehm, COTS-Based Systems Top 10 List
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- 37. Processing the waste moreeffectively is cheaper, neater, faster waste Stephen Parry
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- 39. What makes one agreat candidate?
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- 46. in·tel·li·gence noun in-ˈte-lə-jən(t)s (1): the ability to learn or understand or to deal with new or trying situations : reason; also : the skilled use of reason (2) : the ability to apply knowledge to manipulate one's environment or to think abstractly as measured by objective criteria (as tests) Souce: http://www.merriam-webster.com/dictionary/intelligence
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- 50. There’s no connection betweenindividual intelligence and collective intelligence Source: Anita Woolley: Collective Intelligence in Human Groups
- 51. Collective intelligence trumps individualintelligence
- 52. Collective intelligence was muchmore predictive in terms of succeeding in complex tasks than average individual intelligence or maximal individual intelligence Anita Woolley
- 53. Indicators of collective intelligence Source:Anita Woolley: Collective Intelligence in Human Groups
- 54. Indicators of collective intelligence Socialperceptiveness Source: Anita Woolley: Collective Intelligence in Human Groups
- 55. Indicators of collective intelligence Socialperceptiveness Communication quality Source: Anita Woolley: Collective Intelligence in Human Groups
- 56. Indicators of collective intelligence Socialperceptiveness Communication quality Moderate cognitive style diversity Source: Anita Woolley: Collective Intelligence in Human Groups
- 57. Cognitive styles Object viualizers(visual arts) Spatial visualizers (engineering) Verbalizers (humanities) Source: O. Blazhenkova, M. Kozhevnikov: The New Object-Spatial-Verbal Cognitive Style Model
- 58. How would you feelabout working with women in your team?
- 59. The more womenthe better collective intelligence* Source: Anita Woolley: Collective Intelligence in Human Groups
- 60. Indicators of collective intelligence Socialperceptiveness Communication quality Moderate cognitive style diversity Source: Anita Woolley: Collective Intelligence in Human Groups
- 61. It’s not justdiversity; it’s gender
- 62. What team size makesit most effective?
- 63. Bigger teams have bettercollective intelligence* Source: Anita Woolley: Collective Intelligence in Human Groups
- 64. There’s no differencein productivity or quality between teams of 5-9 and 10-12 people Source: Larry Maccherone: Quantifying the impact of Lean, Kanban, and Agile practices
- 65. What is knowledgework?
- 66. Sofware development is ateam sport
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- 68. Effective work often means doing stuffthat we wouldn’t normally do
- 69. Visualization helps to understand work andspot problems
- 70. WIP limits helpto improve short term and long term
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- 72. Collective intelligence trumps individualintelligence
- 73. Social perceptiveness Evenness ofcommunication Moderate diversity of cognitive styles
- 75. Thank you I wishyou more women (in teams) and less work (in progress) Pawel Brodzinski brodzinski.com lunarlogic.io @pawelbrodzinski