The document outlines a workshop on agile methodologies and team dynamics, emphasizing the importance of agility in organizations for improved customer satisfaction, market share, and operational efficiency. It discusses the characteristics of hyper-performing teams, effective collaboration strategies, and the role of emotional intelligence in team success. The document also addresses challenges such as 'dark agile' and the necessity for alignment within agile ecosystems for optimal performance.

1. GATEWAY TO AGILE
Inaugural event

2. THANK YOU

3. GERVAIS AND ROB
Ø 42 years combined experience and knowledge
Ø Lead Agile Adoptions and Transformations for
several companies
Ø 16 Years IBM tenure / Agile Thought Leader
Ø Leads, trains, coaches teams and organizations
in Agile Teams and Enterprise Adoption
Ø Agile Coach for Social Media, eCommerce,
Retail, Space, Software, SaaS, Telecom, and
Financial Services companies
Relevant Certifications:
PMP, ACP, CSM, CSP, CSPO, LeSS,
SAFe SPC4, ACC, CISP, ICAgile Coach

4. HYPER-PERFORMING
TEAMS
What we all want

5. Team
Science
Work
Shop
Debrief
Dark
Agile
OUR
AGENDA

6. AGILE IS A NOUN

7. AGILE IMPERATIVE
Increasing corporate agility has become a strategic priority
for organizations. The focus…..
ü Improve customer satisfaction
ü Increase market share
ü Decrease your operating expenses
ü Increase your revenue
ü Beat the competition or at least keep pace
ü Shorten your time to market
ü Improve employee performance
ü Reduce turn-over

8. FUTURE AGILE2016 – 2020
Humanized Internet, Internet of
Everywhere, Service IoT, Fewer Fancy Phones
Cognitive Computing, Machine to Machine, Virtual
Reality
Grid Modernization, Solar Power Increase, Increase
Reusable Energy, Waste Water as Asset
Data Driven Healthcare, Cancer Ending, 3-D Print
Organs, Cures from Bacteria
Scarcity Ending
Continuous Learning
Fulvia Montresor is Director, Head of Technology Pioneers for the
World Economic Forum

9. HYPER-PERFORMING TEAMS
• High Performing
• Good communication
patterns
• Face each other and
energetic
• Connect with each other
• Side conversations and
connections
• Explore and bring back
• Hyper-Performing
• Excellent Communication
Patterns
• Empathetic to each other
and infectious
• Connect with each other
and outside team
• Side and community
connections
• Explore and bring back
• Continuous learning and
application
Alex “Sandy” Pentland, MIT’s Human Dynamics Laboratory
Energy + Engagement + Exploration

10. IBM STUDY
Hyper-Performing Teams over Individuals
Best Team = Complete 1 Week
Slow Team = Complete in 2000 Weeks
Mediocre Team = Complete in 1000 Weeks
Teams characteristics:
• Transcendent
• Autonomous
• Cross-Functional
New New Product Game by Takeuchi and Nonaka

11. TEAM FOCUS
Perception misalignment and world view
Balance between harmony and disharmony,
every teams needs a deviant
John Holland – Process of Inference, Learning, and Discovery and J Richard Hackman, the Edgar Pierce Professor of Social
and Organizational Psychology at Harvard University
Teams are real
Compelling Direction
Enabling Structures
Supportive Organization
Expert Coaching

12. TUCKMAN MODEL REALITY

13. TALENT ALIGNMENT
Stable Crews
Tribes, Guilds, Chapters
Competency Centers
Revolving Experiences
T – Shape vs M-Shape
Reduce Context Switching & Unrealistic Work Loads

14. TEAM SIZE
What Limits
Team 3—10 people
Scrum Master Supports up to 3 Teams
Team Product
Owner
Supports up to 3 Teams
Program
Manager
Collaborates with up to 5
Scrum Masters
Product
Manager
Collaborates with up to 5
Team Product Owners
One Product Manager or Program Manager can work, indirectly,
with up to 15 Teams, and potentially up to 135 development and
test-related personnel (Team members).

15. FEATURE VS COMPONENT

16. TEAM DEFINING
• Coupling (noun):
“A factor or relationship
that connects one thing to
another”
• Reflects frequency,
number of
dependencies
• Requires collaboration
and synchronization of
effort
Work items of Team members are /ghtly
coupled
Ø Collabora/on happens constantly
Teams on a Project are moderately coupled
Ø Collabora/on happens daily
Projects in a Program are loosely coupled
Ø Collabora/on happens as needed

17. FOCUS #1 COMPLETE TEAM
Department / Expertise
Billing
Catalog
Subscription
Engineering
Bob,
Carson
Frank,
Sanjay
Sandy, Jack
Quality Assurance
Sue, Carlos
Charles,
Martin
Bernice, Henry
Database Design
Ted
Ted
Giles
User Experience
Mark
Julio
Mark
Technical Publications
Yvette
Good
Bad
• A Team should include all areas of expertise aligned with the vertical application architecture
• A Team often spans departmental boundaries (matrix organization)
Value Stream Mapping

18. FOCUS #2 TEAM MOTIVATION
IDG Research and Motivation Factor
Energy + Engagement + Exploration
M Factor
External
Internal
Self Identifying
M Factor
45%55%
Dan Pink: Drive AND
http://readingraphics.com/how-to-increase-motivation/
“Extrinsic motivators kill creativity”

19. FOCUS #3
TEAM EMOTIONAL INTELLIGENCE
EI = Self Awareness +Self
Management
SI = Social Awareness +
Social Skill
Leadership That Gets Results by Daniel Coleman

20. FOCUS #4 LOW BATCH SIZE

21. • Collaboration within a Team is easy
• The Team has its own plan and priorities
• Members of the Team collaborate to execute
their plan
• Collaboration within the Team is easy and
informal
• Adjusting to changes in scope or schedule is
relatively simple, and usually requires no more
than a short discussion
• Collaboration between Teams is harder
• Collaboration requires planning to ensure
dependencies are addressed
• Changes in scope or schedule that impact
cross-Team dependencies require re-planning
the schedules of both Teams
Define Teams to minimize interfaces
Have representation of QA/ Release
Management in the release planning
phases
Strategies
1. Feature Teams
2. Client and Server Teams
3. Component / Platform Teams
Cost of interaction increases with the number of interfaces!
FOCUS #5 REDUCE DEPENDENCIES

22. FOCUS #6 REMOVE WASTE
Improve Cycle Time

23. FOCUS #7 TEAM HEALTH
Agility Health
Team Canvas

24. AGILE ECOSYSTEM

25. AGILE ECOSYSTEM
Focus on Interior &
Exterior Collective
Agile Humanity
Agile Organization
& Culture

26. BAD TEAMS = DARK AGILE

27. POWER START
• P = Purpose
• O = Outcome
• W = WIIFM
• E = Energize and Engage
• R = Roles/Responsibilities

28. WORKSHOP TEAMS
Chief of Planes
Chief of Customer
Mentors
Mentor: Tally, Plane Target, Yells, Gets Help

29. WORKSHOP DETAILS
Build & Fly
1st Team done: 10 pts
2nd Team done: 8 pts
All Other teams: 2 pts
Create Brand
1st Team done: 10 pts
2nd Team done: 8 pts
All Other teams: 2 pts
Present Brand
Chief of Customer awards: 10 - ∞
Chief of Planes awards: 5 pts
10 MIN 10 MIN 5 MIN EACH

30. WORKSHOP DEBRIEF
Experiences
Wow Moments
Feelings
Dysfunctional
Personas

31. DARK AGILE
Avoidance Therapy

32. DARK AGILE IS REAL
Agile is Dead
Dark Scrum
Scaling Agile Does Not Work
Rise of Zombie Scrum
50% Failure Rate

33. AGILE ECOSYSTEM
Dark Agile is created
by improper alignment
or care of your Agile
Ecosystem

34. DARK AGILE PATTERNS
Technocentrics
Self-Absorbed
Augmented Reality
Laissez-Faire Grand Unified Theory

35. TECHNOCENTRICS
Too much Focus on
Agile Practices and
Tools
Individual Collective
(Limited) Interior

36. SELF-ABSORBED
Too much Focus on
Agile Practices and
Tools + Agile Humanity
All Individual Interior

37. AUGMENTED REALITY
Little or No Focus on
Organization and
Culture & Environment
Individual Collective
(Selective) Interior

38. LAISSEZ-FAIRE
Insufficient Focus or
Alignment Across
Quadrants
Individual + Collective
Interior + Exterior
Minimalist

39. GRAND UNIFIED THEORY
Too Much Focus on
Each Quadrants, No
Synchronicity
Individual + Collective
Interior + Exterior
Extermist

40. GATEWAY TO AGILE
Roadmap and Interests Groups

41. ROADMAP

42. GRAND CHALLENGE
Team to organize and operate
grand challenge
Prize $TBD

43. EVENT COORDINATION
Team to help with
Meetup and
Events

44. SPONSOR MANAGEMENT
Team to help with
Sponsors

45. THANK YOU
Happiness at Wells Fargo Next