The document discusses key topics for team performance including adaptive leadership, building agile teams, communication methods, and models of team development. It outlines roles for agile teams including the development team, product owner, and scrum master. High-performing teams are characterized as having a shared vision, realistic goals, strong leadership, and commitment to team success. Low-performing teams can experience issues like a lack of trust, avoidance of accountability, and inattention to results. Models of team development discussed include the Shu-Ha-Ri model of skill mastery, Dreyfus model of adult skill acquisition, and Tuckman model of team formation.
This is the Project Management For Youth (PM4Y) program we collaborate with secondary schools, junior colleges, polytechnics and universities in Singapore. The main objective of this program is to introduce the key principles of project management to the youth, and equip these important life skills to them to be successful in studies and future career.
This is the deck I used for my volunteer work to teach secondary school students in Singapore. The slides are not very elaborative and not much info, due to the nature of this workshop to the youth is mainly activity based.
This workshop is only part of the whole program that not only teaches key principles in project management to children and youth, but we also give the students an opportunity to apply the knowledge in real-life projects. And on-going, together with the teachers, our volunteer will be the mentor to the students in providing guidance and coaching in project manager's ethical conducts, or setting up Special Interest Group in PM in the school.
Modelling openness: Developing the Digital Fluency course at OUTBrenda Mallinson
It is recognised that more than ‘literacy’ is needed in today’s academic environment in order to take full advantage of the affordances of using ICTs for the full range of teaching and learning, research, and administrative duties and blended modes of provision.
In order to address this issue, OUT, in collaboration with Saide’s OER Africa initiative, has conceptualised a course on ‘Digital Fluency’ to be provided as an Open Educational Resource (OER) and made available for ODeL provision.
The move from literacy to fluency encompasses effective and ethical online communication, critical interpretation, quality resource creation and curation, knowledge co-construction, and an understanding of using all of these abilities to open up education – with all of these becoming increasingly standard and effortless over time.
Trash or Treasure - Getting users to share knowledge and artifacts in a meani...Sharon Weaver
As employees retire, change positions, and move on to new companies, their knowledge goes with them and the artifacts they leave behind are rarely helpful. Companies struggle with getting this information from employees AND making it available to other employees in a usable way. This session will provide you with strategies and tools to get, store, and share knowledge and content in your organization successfully.
What will you learn?
Learn how to identify knowledge that needs to be stored
Learn how to obtain and store knowledge in a meaningful way
Learn how to make knowledge available and searchable by users
This is the Project Management For Youth (PM4Y) program we collaborate with secondary schools, junior colleges, polytechnics and universities in Singapore. The main objective of this program is to introduce the key principles of project management to the youth, and equip these important life skills to them to be successful in studies and future career.
This is the deck I used for my volunteer work to teach secondary school students in Singapore. The slides are not very elaborative and not much info, due to the nature of this workshop to the youth is mainly activity based.
This workshop is only part of the whole program that not only teaches key principles in project management to children and youth, but we also give the students an opportunity to apply the knowledge in real-life projects. And on-going, together with the teachers, our volunteer will be the mentor to the students in providing guidance and coaching in project manager's ethical conducts, or setting up Special Interest Group in PM in the school.
Modelling openness: Developing the Digital Fluency course at OUTBrenda Mallinson
It is recognised that more than ‘literacy’ is needed in today’s academic environment in order to take full advantage of the affordances of using ICTs for the full range of teaching and learning, research, and administrative duties and blended modes of provision.
In order to address this issue, OUT, in collaboration with Saide’s OER Africa initiative, has conceptualised a course on ‘Digital Fluency’ to be provided as an Open Educational Resource (OER) and made available for ODeL provision.
The move from literacy to fluency encompasses effective and ethical online communication, critical interpretation, quality resource creation and curation, knowledge co-construction, and an understanding of using all of these abilities to open up education – with all of these becoming increasingly standard and effortless over time.
Trash or Treasure - Getting users to share knowledge and artifacts in a meani...Sharon Weaver
As employees retire, change positions, and move on to new companies, their knowledge goes with them and the artifacts they leave behind are rarely helpful. Companies struggle with getting this information from employees AND making it available to other employees in a usable way. This session will provide you with strategies and tools to get, store, and share knowledge and content in your organization successfully.
What will you learn?
Learn how to identify knowledge that needs to be stored
Learn how to obtain and store knowledge in a meaningful way
Learn how to make knowledge available and searchable by users
An introduction to a course design process - Carpe Diem - at the Nelson Mandela Metropolitan University based on the work of Gilly Salmon and Ale Armellini
Gamify Your Mind; The Secret Sauce to Delivering Success, Continuously Improv...Shahin Sheidaei
Games are powerful teaching tools, fostering hands-on engagement and fun. But they require careful consideration to succeed. Join me to explore factors in running and selecting games, ensuring they serve as effective teaching tools. Learn to maintain focus on learning objectives while playing, and how to measure the ROI of gaming in education. Discover strategies for pitching gaming to leadership. This session offers insights, tips, and examples for coaches, team leads, and enterprise leaders seeking to teach from simple to complex concepts.
Providing Globus Services to Users of JASMIN for Environmental Data AnalysisGlobus
JASMIN is the UK’s high-performance data analysis platform for environmental science, operated by STFC on behalf of the UK Natural Environment Research Council (NERC). In addition to its role in hosting the CEDA Archive (NERC’s long-term repository for climate, atmospheric science & Earth observation data in the UK), JASMIN provides a collaborative platform to a community of around 2,000 scientists in the UK and beyond, providing nearly 400 environmental science projects with working space, compute resources and tools to facilitate their work. High-performance data transfer into and out of JASMIN has always been a key feature, with many scientists bringing model outputs from supercomputers elsewhere in the UK, to analyse against observational or other model data in the CEDA Archive. A growing number of JASMIN users are now realising the benefits of using the Globus service to provide reliable and efficient data movement and other tasks in this and other contexts. Further use cases involve long-distance (intercontinental) transfers to and from JASMIN, and collecting results from a mobile atmospheric radar system, pushing data to JASMIN via a lightweight Globus deployment. We provide details of how Globus fits into our current infrastructure, our experience of the recent migration to GCSv5.4, and of our interest in developing use of the wider ecosystem of Globus services for the benefit of our user community.
Software Engineering, Software Consulting, Tech Lead.
Spring Boot, Spring Cloud, Spring Core, Spring JDBC, Spring Security,
Spring Transaction, Spring MVC,
Log4j, REST/SOAP WEB-SERVICES.
In software engineering, the right architecture is essential for robust, scalable platforms. Wix has undergone a pivotal shift from event sourcing to a CRUD-based model for its microservices. This talk will chart the course of this pivotal journey.
Event sourcing, which records state changes as immutable events, provided robust auditing and "time travel" debugging for Wix Stores' microservices. Despite its benefits, the complexity it introduced in state management slowed development. Wix responded by adopting a simpler, unified CRUD model. This talk will explore the challenges of event sourcing and the advantages of Wix's new "CRUD on steroids" approach, which streamlines API integration and domain event management while preserving data integrity and system resilience.
Participants will gain valuable insights into Wix's strategies for ensuring atomicity in database updates and event production, as well as caching, materialization, and performance optimization techniques within a distributed system.
Join us to discover how Wix has mastered the art of balancing simplicity and extensibility, and learn how the re-adoption of the modest CRUD has turbocharged their development velocity, resilience, and scalability in a high-growth environment.
Enhancing Project Management Efficiency_ Leveraging AI Tools like ChatGPT.pdfJay Das
With the advent of artificial intelligence or AI tools, project management processes are undergoing a transformative shift. By using tools like ChatGPT, and Bard organizations can empower their leaders and managers to plan, execute, and monitor projects more effectively.
Exploring Innovations in Data Repository Solutions - Insights from the U.S. G...Globus
The U.S. Geological Survey (USGS) has made substantial investments in meeting evolving scientific, technical, and policy driven demands on storing, managing, and delivering data. As these demands continue to grow in complexity and scale, the USGS must continue to explore innovative solutions to improve its management, curation, sharing, delivering, and preservation approaches for large-scale research data. Supporting these needs, the USGS has partnered with the University of Chicago-Globus to research and develop advanced repository components and workflows leveraging its current investment in Globus. The primary outcome of this partnership includes the development of a prototype enterprise repository, driven by USGS Data Release requirements, through exploration and implementation of the entire suite of the Globus platform offerings, including Globus Flow, Globus Auth, Globus Transfer, and Globus Search. This presentation will provide insights into this research partnership, introduce the unique requirements and challenges being addressed and provide relevant project progress.
How to Position Your Globus Data Portal for Success Ten Good PracticesGlobus
Science gateways allow science and engineering communities to access shared data, software, computing services, and instruments. Science gateways have gained a lot of traction in the last twenty years, as evidenced by projects such as the Science Gateways Community Institute (SGCI) and the Center of Excellence on Science Gateways (SGX3) in the US, The Australian Research Data Commons (ARDC) and its platforms in Australia, and the projects around Virtual Research Environments in Europe. A few mature frameworks have evolved with their different strengths and foci and have been taken up by a larger community such as the Globus Data Portal, Hubzero, Tapis, and Galaxy. However, even when gateways are built on successful frameworks, they continue to face the challenges of ongoing maintenance costs and how to meet the ever-expanding needs of the community they serve with enhanced features. It is not uncommon that gateways with compelling use cases are nonetheless unable to get past the prototype phase and become a full production service, or if they do, they don't survive more than a couple of years. While there is no guaranteed pathway to success, it seems likely that for any gateway there is a need for a strong community and/or solid funding streams to create and sustain its success. With over twenty years of examples to draw from, this presentation goes into detail for ten factors common to successful and enduring gateways that effectively serve as best practices for any new or developing gateway.
Globus Connect Server Deep Dive - GlobusWorld 2024Globus
We explore the Globus Connect Server (GCS) architecture and experiment with advanced configuration options and use cases. This content is targeted at system administrators who are familiar with GCS and currently operate—or are planning to operate—broader deployments at their institution.
OpenFOAM solver for Helmholtz equation, helmholtzFoam / helmholtzBubbleFoamtakuyayamamoto1800
In this slide, we show the simulation example and the way to compile this solver.
In this solver, the Helmholtz equation can be solved by helmholtzFoam. Also, the Helmholtz equation with uniformly dispersed bubbles can be simulated by helmholtzBubbleFoam.
Experience our free, in-depth three-part Tendenci Platform Corporate Membership Management workshop series! In Session 1 on May 14th, 2024, we began with an Introduction and Setup, mastering the configuration of your Corporate Membership Module settings to establish membership types, applications, and more. Then, on May 16th, 2024, in Session 2, we focused on binding individual members to a Corporate Membership and Corporate Reps, teaching you how to add individual members and assign Corporate Representatives to manage dues, renewals, and associated members. Finally, on May 28th, 2024, in Session 3, we covered questions and concerns, addressing any queries or issues you may have.
For more Tendenci AMS events, check out www.tendenci.com/events
Field Employee Tracking System| MiTrack App| Best Employee Tracking Solution|...informapgpstrackings
Keep tabs on your field staff effortlessly with Informap Technology Centre LLC. Real-time tracking, task assignment, and smart features for efficient management. Request a live demo today!
For more details, visit us : https://informapuae.com/field-staff-tracking/
AI Pilot Review: The World’s First Virtual Assistant Marketing SuiteGoogle
AI Pilot Review: The World’s First Virtual Assistant Marketing Suite
👉👉 Click Here To Get More Info 👇👇
https://sumonreview.com/ai-pilot-review/
AI Pilot Review: Key Features
✅Deploy AI expert bots in Any Niche With Just A Click
✅With one keyword, generate complete funnels, websites, landing pages, and more.
✅More than 85 AI features are included in the AI pilot.
✅No setup or configuration; use your voice (like Siri) to do whatever you want.
✅You Can Use AI Pilot To Create your version of AI Pilot And Charge People For It…
✅ZERO Manual Work With AI Pilot. Never write, Design, Or Code Again.
✅ZERO Limits On Features Or Usages
✅Use Our AI-powered Traffic To Get Hundreds Of Customers
✅No Complicated Setup: Get Up And Running In 2 Minutes
✅99.99% Up-Time Guaranteed
✅30 Days Money-Back Guarantee
✅ZERO Upfront Cost
See My Other Reviews Article:
(1) TubeTrivia AI Review: https://sumonreview.com/tubetrivia-ai-review
(2) SocioWave Review: https://sumonreview.com/sociowave-review
(3) AI Partner & Profit Review: https://sumonreview.com/ai-partner-profit-review
(4) AI Ebook Suite Review: https://sumonreview.com/ai-ebook-suite-review
Enterprise Resource Planning System includes various modules that reduce any business's workload. Additionally, it organizes the workflows, which drives towards enhancing productivity. Here are a detailed explanation of the ERP modules. Going through the points will help you understand how the software is changing the work dynamics.
To know more details here: https://blogs.nyggs.com/nyggs/enterprise-resource-planning-erp-system-modules/
Large Language Models and the End of ProgrammingMatt Welsh
Talk by Matt Welsh at Craft Conference 2024 on the impact that Large Language Models will have on the future of software development. In this talk, I discuss the ways in which LLMs will impact the software industry, from replacing human software developers with AI, to replacing conventional software with models that perform reasoning, computation, and problem-solving.
Prosigns: Transforming Business with Tailored Technology SolutionsProsigns
Unlocking Business Potential: Tailored Technology Solutions by Prosigns
Discover how Prosigns, a leading technology solutions provider, partners with businesses to drive innovation and success. Our presentation showcases our comprehensive range of services, including custom software development, web and mobile app development, AI & ML solutions, blockchain integration, DevOps services, and Microsoft Dynamics 365 support.
Custom Software Development: Prosigns specializes in creating bespoke software solutions that cater to your unique business needs. Our team of experts works closely with you to understand your requirements and deliver tailor-made software that enhances efficiency and drives growth.
Web and Mobile App Development: From responsive websites to intuitive mobile applications, Prosigns develops cutting-edge solutions that engage users and deliver seamless experiences across devices.
AI & ML Solutions: Harnessing the power of Artificial Intelligence and Machine Learning, Prosigns provides smart solutions that automate processes, provide valuable insights, and drive informed decision-making.
Blockchain Integration: Prosigns offers comprehensive blockchain solutions, including development, integration, and consulting services, enabling businesses to leverage blockchain technology for enhanced security, transparency, and efficiency.
DevOps Services: Prosigns' DevOps services streamline development and operations processes, ensuring faster and more reliable software delivery through automation and continuous integration.
Microsoft Dynamics 365 Support: Prosigns provides comprehensive support and maintenance services for Microsoft Dynamics 365, ensuring your system is always up-to-date, secure, and running smoothly.
Learn how our collaborative approach and dedication to excellence help businesses achieve their goals and stay ahead in today's digital landscape. From concept to deployment, Prosigns is your trusted partner for transforming ideas into reality and unlocking the full potential of your business.
Join us on a journey of innovation and growth. Let's partner for success with Prosigns.
May Marketo Masterclass, London MUG May 22 2024.pdfAdele Miller
Can't make Adobe Summit in Vegas? No sweat because the EMEA Marketo Engage Champions are coming to London to share their Summit sessions, insights and more!
This is a MUG with a twist you don't want to miss.
Listen to the keynote address and hear about the latest developments from Rachana Ananthakrishnan and Ian Foster who review the updates to the Globus Platform and Service, and the relevance of Globus to the scientific community as an automation platform to accelerate scientific discovery.
PMI-ACP: Domain 4 - Team performance-v2.2_lite_4_pages
1. 8/18/21
1
DOMAIN IV
Team Performance
(version 2.2)
MSc. PMP. Nguyen Thanh Phuoc
phuocnt@gmail.com
Key Topics
• Adaptive leadership
• Adaptive team roles
• Building agile teams
– Self-directing
– Self-organizing
• Burndown/burnup charts
• Caves and common
• Co-location (physical and virtual)
• Developmental mastery models
– Dreyfus (skill acquisition)
– Shu-Ha-Ri (mastery)
– Tuckman (team formation)
2
• Global, cultural and team
diversity
• Osmotic communication
– Co-located teams
(proximity)
– Distributed teams (digital
tools)
• Tacit (un-written) knowledge
• Team motivation
• Team space
• Training, coaching and
mentoring
• Velocity
Tasks TO DO
1. Develop team rules and processes to foster buy-in
2. Help grow team inter-personal and technical skills
3. Use generalizing specialists to maximize work flow
4. Empower and encourage emergent leadership
5. Learn team’s motivators and demotivators
6. Encourage communication via co-location and
collaboration tools
7. Shield team from distractions
8. Align team by sharing project vision
9. Encourage team to measure velocity for capacity
and forecasts
3
Team
2. 8/18/21
2
Why People Over Processes?
7
• Processes and tools are simply easier
to describe, explain, and classify
than the trickier topics related to
individuals and interactions.
• Also, it’s more difficult to formalize
practices related to individuals and
interactions because people vary so
much—in their skill sets, attitudes,
experiences, perspectives, culture,
and so on.
Why People Over Processes? (cont.)
8
• Based on thousands of completed
projects => if we want to lower costs
and boost performance, we should
focus more time on training,
retaining, and engaging our team
than on trying to improve our
processes
Why People Over Processes? (cont.)
9
• The COCOMO® model was created by reverse engineering
the inputs from thousands of completed software projects
that had a known exact cost è COCOMGII® data that
quantifies the importance of people versus processes
• What’s more important, people or processes? PEOPLE
Agile Team Roles
1. Development Team/Delivery Team
2. Stakeholder: Product Owner/ Customer/ Proxy Customer/
Value Management Team/Business Representative, Project
Sponsor
3. ScrumMaster/Coach/Team Leader
10
3. 8/18/21
3
Agile Team Roles (cont.)
1. Development Team/Delivery Team
– Build the product increments, using agile practices and
processes.
– Regularly update information radiators to share their progress
with stakeholders.
– Self-organize and self-direct their working process with in an
iteration.
– Share their progress with each other in daily stand-up meetings.
– Write acceptance tests for the product increments.
11
Agile Team Roles (cont.)
1. Development Team/Delivery Team (cont.)
– Test and revise the product increments until they pass the
acceptance tests.
– Demonstrate the completed product increment to the
customer in the iteration review meeting
– Hold iteration retrospectives to reflection their process and
continually improve it.
– Perform release and iteration planning, including estimating
the stories and tasks
12
Agile Team Roles (cont.)
2. Product Owner/ Customer/ Proxy Customer/ Value
Management Team/Business Representative
– Maximizes the value of the product by choosing and
prioritizing the product features.
– Manages the product backlog, making sure that it is accurate,
up to date, and prioritized by business value
– Makes sure the team has a shared understanding of the
backlog items and the value they are supposed to deliver.
– Provides the acceptance criteria that the delivery team will
use to prepare acceptance tests.
13
Agile Team Roles (cont.)
2. Product Owner/ Customer/ Proxy Customer/ Value
Management Team/Business Representative (cont.)
– Determines whether each completed product increment is
working as intended, and either accepts it or requests changes
(in the iteration review meeting).
– May change the product features and their priority at anytime.
– Facilitates the engagement of external project stakeholders
and manages their expectations.
– Provides the due dates for the project and/or its releases.
– Attends planning meetings, reviews, and retrospectives.(If this
role is performed by a group of people, typically only one or
two of them will attend these meetings)
14
4. 8/18/21
4
Agile Team Roles (cont.)
2. Project Sponsor
– Serves as the project’s main advocate within the organization.
– Provides direction to the product owner role (the person or team
representing the business) about the organization’s overall goals
for the project.
– Focuses on the big picture of whether the project will deliver the
expected value on time and on budget.
– Is invited to the iteration review meetings to see the product
increments as they are completed, but might not attend.
15
Agile Team Roles (cont.)
3. ScrumMaster/Coach/Team Leader
– Acts as a servant leader to the delivery team, helping them
improve and removing barriers to their progress.
– Helps the delivery team self-govern and self-organize ,instead of
governing and organizing them.
– Serves as a facilitator and conduit for communication within the
delivery team and with other stakeholders.
– Makes sure the delivery team’s plan is visible and its progress is
radiated to stakeholders.
– Acts as a coach and mentor to the delivery team.
16
Agile Team Roles (cont.)
3. ScrumMaster/Coach/Team Leader (cont.)
– Guides the team’s agile process and makes sure their agile
practices are being used properly.
– Helps the product owner manage the product backlog.
– Helps the product owner communicate the project vision, goals,
and backlog items to the delivery team.
– Facilitates meetings(planning, reviews, and retrospectives).
– Follows up on issues raised in stand up meeting store move
impediments so that the team can stay on track.
17
[K&S] Building Agile Teams
• Team: A small number of people with complementary
skills who are committed to a common purpose,
performance goals and approach for which they hold
themselves mutually accountable.
– a small number of people (typically 12 or fewer members
in PMI – ACP, 7+-2: Scrum)
– complementary skills (cross-functional skills)
– committed to a common purpose
– hold themselves mutually accountable (the team has
shared ownership for the outcome of the project)
18
6. 8/18/21
6
Characteristics of High-Performing Teams (Idea 2)
• Lyssa Adkins has also explored high-performance
teams and has identified that they have the following
eight characteristics:
1. self-organizing
2. are empowered to make decisions
3. can solve any problem
4. committed to team success
5. owns its decisions and commitments
6. motivated by trust, instead of fear or anger
7. are consensus-driven (sự đồng lòng), with full divergence and then
convergence
8. are in constant constructive disagreement
23
The Eve Dysfunctions (rối loạn) of a Team (Idea 3)
Low performing teams of Patrick Lenrioni
• Absence of trust: Team members are unwilling to be
vulnerable within the group.
• Fear of conflict: The team seeks artificial harmony over
constructive, passionate debate.
• Lack of commitment: Team members don’t commit to group
decisions or simply feign agreement with them.
• Avoidance of accountability: Team members duck the
responsibility of calling person counter productive behavior
or low standards.
• In attention to results: Team members prioritize their
individual needs, such as personal success, status, or ego,
before team success.
24
High Performing Team vs Low Performing Team
• maximize performance team are
– clear and realistic goals, building trust
– open and honest communication –
even in case of disputes or conflicts
– taking ownership, empowered, self-
organizing
– coaching and mentoring
– choose teammates with
complementary skills to perform all
tasks
– sense of belonging (identity)
– make decisions through consensus
(participatory decision model)
– full-time, dedicated members
– limiting each team to have 12
members or below, break down the
team if needed 25
• low performing teams are
– absence of trust
– fear of conflict
– lack of commitment
– avoidance of
accountability
– inattention to results
[K&S] Models of
TEAM Development
7. 8/18/21
7
SHU-HA-RI Model
• [K&S] Shu-Ha-Ri Model of Skill Mastery
27
Source: Ahmed Sidky
Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity
Shu-Ha-Ri - Applied to Agile team
Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity
Shu-Ha-Ri - Applied to Agile team
Source: http://www.slideshare.net/cognizant/shuhari-measuring-agile-adoption-maturity
Shu-Ha-Ri - Applied to Agile team
9. 8/18/21
9
4
4
Agile Servant Leadership
Servant leadership can be most likely associated with the participative
management style
Philosophy and practice of leadership, coined and defined by
RobertK. Greenleaf
5
5
Agile Servant Leadership (cont.)
• Everything we do as Agile leaders is within the context of
servant leadership
• We change our behaviors to meet our team’s needs while modeling
collaboration, trust, empathy (đồng cảm), and ethical use of power.
• We practice deep listening, self awareness, and commitmentto
others.
6
6
Characteristics of a ServantLeader
1. Listening
2. Empathy (đồng cảm)
3. Healing (chữa lành bệnh)
4. Awareness
5. Persuasion
6. Conceptualization
7. Foresight
8. Stewardship
9. Commitment to the growth of people
10.Building community
7
7
Scrum Master as a ServantLeader
Scrum Master is the leader – NOT the “Boss” or the
“Manager” of the team (aka Servant Leader)
10. 8/18/21
10
[T&T] Adaptive Leadership Styles
43
In Tuckman Model of Team Formation and Development
[K&S] Team Motivation
44
• A person’s position on this continuum is based on their level
of motivation—so we can think of efforts to motivate people
as the art of encouraging them toward the right-hand side of
this range
[K&S] Team Motivation (cont.)
• Motivating individuals, we can also approach motivation in
terms of the entire team (by Cock Burn)
• If the team members’ individual motivations are personal and
have no alignment toward the project goal, then the overall
team vector (direction and speed) is likely to be small and not
well directed toward the project goal, as shown below
45
[K&S] Team Motivation (cont.)
46
• To achieve this alignment, we need
to discover and fully understand
the personal motivators of the
team members and the motivators
for the team as a group
• Coming up with whole-team
rewards, rather than giving
individual rewards for discrete
pieces of project work.
• Promote the “mutually
accountable” aspect of teamwork
11. 8/18/21
11
[K&S] Training, Coaching, and Mentoring
• Trainer
• Coach
• Mentor
51
[K&S] Training, Coaching, and Mentoring
• Coaching Activities: help the team members stay on track,
overcome issues, and continually improve their skills
52
[K&S] Training, Coaching, and Mentoring
• Lyssa Adkins outlines the following guidelines for one-
on-one coaching:
1. Meet them a half-step ahead
• Don’t try to push people directly to the end point.
• Instead, coach them so that they move toward the end
goal and take the next step from where they are now.
2. Guarantee safety
3. Partner with managers
• Team members’ project contributions are reported
appropriately to their functional managers
4. Create positive regard
• We might not personally like every individual we coach, but
we do have to help them equally
53
Creating Collaborative Team Spaces (Places)
• Co-location
• Team space
• Osmotic (open) communication
• Distributed team
54
12. 8/18/21
12
[T&T] Team Space (Working Place)
• The team space (working place)
should also be supplied with the
following tools and equipment
– White boards and task boards
– Sticky notes, sticky paper,
flipcharts
– Round table with screen/laptop
– Video conferencing capability
– No barriers to face-to-face
communication
– Food, snacks, and toys!
HI HI HI
55
[T&T] Osmotic Communication
• Osmotic communication refers to the useful information that
flows between team members who are working in close proximity
to each other as they overhear each other’s conversations
• To improve their osmotic communication we want to get people
sitting and working closely together with few barriers between
them.
56
[K&S] Global, Cultural and Team Diversity
• Different time zones
• Different cultures
• Different communication styles
• Different native languages
58
Distributed Teams
• Video conferencing, live chat, Skype, Interactive whiteboards
• Instant messaging(IM) and VoIP (Voice over Internet Protocol)
headsets
• Presence-based applications
• Electronic task boards and story boards
• Web-based meeting facilitators; Survey applications
• Agile project management software
• Virtual card walls; Smart boards; Digital cameras
• Wiki sites, document management tools, and collaboration
websites, automated testing tools, automated build tools, and
traffic-light-type signals
• CASE tools
13. 8/18/21
13
> Joe Test: 12 Steps to Better
1. Do you use source control?
2. Can you make a build in one step?
3. Do you make daily builds?
4. Do you have a bug database?
5. Do you fix bugs before writing new code?
6. Do you have an up-to-date schedule?
7. Do you have a spec?
8. Do programmers have quiet working
conditions?
9. Do you use the best tools money can buy? -
10. Do you have testers?
11. Do new candidates write code during their
interview?
12. Do you do hallway usability testing?
61
https://www.joelonsoftware.com/2000
/08/09/the-joel-test-12-steps-to-better-
code/
Tracking Team
Performance
[T&T] Burn Down Chart
• Make the team’s progress visible at a glance
• Forecast when the project (or a release within the project) will be
complete
• Burndown charts show the estimated effort remaining on the project
• Burnup charts show the features that have been delivered already
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[T&T] Burn-Up Chart
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14. 8/18/21
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Cumulative (lũy kế) Flow Diagram
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• We can add work in progress to our burnup chart to
track both work started and work completed. When we
do that, we create a cumulative flow diagram (CFD)
[T&T] Velocity / Capacity
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References
• PMI-ACP Exam Prep 2015 By Mike Griffiths, PMI-ACP, PMP
• Many other resources from Internet
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Thank you for your attention!
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