Андрій Мельников Які практики Management 3.0 використовувати, при запуску нової команди з чистого аркуша.pptx
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Андрій Мельников Які практики Management 3.0 використовувати, при запуску нової команди з чистого аркуша.pptx
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Андрій Мельников Які практики Management 3.0 використовувати, при запуску нової команди з чистого аркуша.pptx
- 1. How to start a Great Team Andrii Melnykov
- 2. Let’s start (c) Coaching Agile Teams by Lyssa Adkins
- 3. Few words about myself • Software Development manager / Agile coach at Materialise • I work with product teams and individuals to help them grow, develop, overcome obstacles, eliminate waste and learn from their experience. • 12+ years of commercial experience in the field of software development. • Certified PMP, PSM, ICP-PPM, ICP-ACC • Delivery program management (7 distributed project teams on several sites (Ukraine, Belgium, Malaysia) with 70+ team members).
- 4. Ideal start • Good enough • Insightful • Targeted http://skyteach.ru/wp-content/uploads/2018/02/Screen_Shot_2018_02_06_at_3.48.54_PM.0.jpg
- 5. Great Team • The Team • The process • Work ahead • Measure & reflect
- 6. Great Team • The Team • The process • Work ahead • Measure & reflect
- 7. Nice to meet you https://medium.com/@tadeumarinho/decreasing-mental-distance-with-personal-maps-11cc69d15af3
- 8. Choose one of your own • Journey Lines • Market of Skills • Value Stories • …
- 9. Great Team • The Team • The process • Work ahead • Measure & reflect
- 11. What to discuss • Framework of choice (Scrum, Kanban, … ) • Team norms • Definition of Done / Definition of Ready • Engineering practices (CI/CD, code conventions, code review checklist, code ownership, quality targets, …) • Decision making • …
- 12. Great Team • The Team • The process • Work ahead • Measure & reflect
- 13. Product vision
- 14. Product vision to Roadmap to Backlog
- 15. Product vision to Roadmap to Backlog https://static1.squarespace.com/static/583475bc2e69cf18c6f92f25/t/587bb5c11e5b6cf13b865b1e/1501065309473/minimum+viable+product+%28MVP%29
- 16. Product vision to Roadmap to Backlog
- 17. Great Team • The Team • The process • Work ahead • Measure & reflect
- 18. Metric Ecosystem • Performance (Velocity) • Efficiency (Lead time, Throughput) • Team morale
- 20. Agile team dynamics (BART) • BOUNDARIES • AUTHORITY • ROLES • TASKS
- 22. Inspiration links • https://management30.com/leadership-resource-hub/ • Coaching Agile Teams by Lyssa Adkins • # Workout by Jurgen Appelo • Management 3.0 by Jurgen Appelo • The Five Dysfunctions of a Team by Patrick Lencioni • http://handbook.sociocracy30.org/ • http://scrumreality.com/?p=919 • http://www.newtechusa.com/Resources/GTFSMezickSession .pdf
- 23. Thank you for attention https://www.linkedin.com/in/aamelnykov/ andrei.melniko
Editor's Notes
- Renault Gitane Elf Existing from 1978 to 1985, this team was managed by Cyrille Guimard during which it totally dominated the Tour de France. Bernard Hinault won four of his five Tours riding for this team, followed by Laurent Fignon winning two. Hinault also fitted in two wins of both the Vuelta and the Giro in this period. Greg Lemond also first signed professional for this team, winning the 1983 World Road Race Championships. Later the teams dominance waned, as leading riders left. Marc Madiot and Charley Mottet led the team until it was disbanded at the end of 1985, morphing into the System U team.
- Psychological safety: Can we take risks on this team without feeling insecure or embarrassed? Dependability: Can we count on each other to do high quality work on time? Structure & clarity: Are goals, roles, and execution plans on our team clear? Meaning of work: Are we working on something that is personally important for each of us? Impact of work: Do we fundamentally believe that the work we’re doing matters?
- At this point, revisit the “What’s in it for the company?” and “What’s in it for the world?” goal statements.
- At this point, revisit the “What’s in it for the company?” and “What’s in it for the world?” goal statements.
- Meanwhile in real life
- Balance between best practices and experiments without mistakes
- ● Do people work within the boundaries of the authority granted by their agile role? If not, what are the effects of these authority-boundary issues? ● Is authority for each role clearly specified, understood by all, and adhered to? ● Are all formally defined roles in your agile framework occupied by specific individuals? For example, is there one and only one product owner and agile coach (or your equivalent terms for these roles)? Do team members know the definition of their role, “team member”? ● Does the team get great clarity about their team purpose from a shared mental model they can each express?