Team Dynamixxxx 4: Agile Teams
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The document discusses the key aspects of agile teams including the five dysfunctions of a team, embracing the spirit of agile, following an agile process, differentiating roles within the scrum framework, and how the product owner, coach, and team work together. It also mentions exercises focused on team performance and using kanban to visualize people topics.
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Team Dynamixxxx 4: Agile Teams
- 1. team dynamixxxx 4 AGILE TEAMS
- 2. five dysfunctions of a team (patrick lencioni)
- 3. quality
- 5. agile teams
- 9. po: knows user persona
- 10. po: keeper of value proposition Player Gains Player Pains Player Needs Player Gain Creators Player Pain Relievers Game
- 11. po: evangelizes with stakeholders
- 12. coach: helps everyone with the how
- 13. team: delivers the what
- 14. differentiation inside the team
- 15. lines of respect
- 16. agile done well high-performing teams
- 17. *exercise: the fruits of teampower*
Editor's Notes
- Intro round – talking point: what stuck with you the most from last week – what did you find yourself thinking about, or applying in your work? Reminder: what’s said here stays here Reminder: questions are more important than answers, take what you like and leave the rest
- These build on each other http://slooowdown.wordpress.com/2011/10/08/a-summary-of-the-five-dysfunctions-of-a-team-by-patrick-lencioni/
- Continuous Improvement (kaizen) Code review, pair programming, QA, retrospectives the HOW as well as the what Constantly ask the question of yourselves, as a team – are we as excellent & awesome as we could be? Inspire by looking at excellent things (games, movies etc), science Friday in the shooter team Talk about what excellence is to you – group definition within the whole Inattention to results looks like: Status & ego get in the way, Individual goals rather than team Stagnate & fail to grow Rarely defeat competitors Lose good staff Encourage people to fly solo (withdraw into their own objectives) Attentive to results team: Retain good staff High quality product Willingly make sacrifices for the good of the team (budget, turf, etc) -feel the pain when team fails to achieve its goals -share credit to each other (vs seek credit for self) Strategies: -address -public declaration of results -results based reviews
- Everyone in the group rates it 1 – 10 If you say 10, you’re saying it’s perfect Anything else, you say: What is good & should be amplified What can be better (what positive changes can get it to a 10). Draw: A picture of an animal, a person, a car, whatever. Present it and say what is the goal. Play perfecter What’s good: These feet look very much like a pig’s feet. These eyes should be closer. I will try drawing something (they critique playing perfecter)
- What does agile mean to you? How many of you use scrum? Have a scrummaster/coach? How many use Kanban?
- Relevant to team dynamixx is: -self-powered & self-organizing -responsive to change in the environment -high commitment from within -continuous adaptation -on the fine-grained level – team pull, -servant leader -NOT anarchy
- -MVP -shippable pieces -test understanding of the problem -test solution -test assumptions -need for change of direction is detected early due to close collaboration with customer -in the beginning, using agile to develop the customer profile & prototype of the game -later on, using agile to ship the idea
- Build the right thing : -understand WHO you’re making it for (customer segment, size the market) -what that persona wants & doesn’t want (before the persona even knows it) -be able to articulate the need of the persona & the vision of the solution to shareholders -heat shield for the team -vision, inspiration Build the thing right means -domain knowledge & expertise -deliver WORKING increments & improve -talk to u about what you want them to do (push back when you ask for unreasonable things) -make estimates -be accountable for delivery on time, and if it doesn’t work, to change estimates next time (be accountable for the velocity) Scrummaster: (do the right thing right and fast) -liaise -coach the team on delivering it fast, smoothly, better & better -let the team succeed & fail -mind scrum practices, making sure not to own the how more than the team -hold out hope for better & remind all of that
- -who are you designing for -customer segment -sizing this market -talking to a lot of representatives of that segment -make sure you understand what they want/need/feel/think (even if they don’t) (Picture is: empathy map)
- -design your game to address those needs, create gains, take away pains, -communicate these to the team, & translate into a vision -know how your game targets each of these things -use this info to approve or nix work made by the team – keep bringing up this niche & keep testing whether this niche is there like you think it is (Picture is: value proposition canvas)
- -stakeholders -high level business needs -business model & revenue creation -heat shield for the team, Po sort of “owns” the team, responsible for business investment, etc. – Coach role: the how Expert in removing barriers, understand the work, help things to flow, not the same as a producer –
- 1X1 coaching team members, product owner, senior management Coaches team during standups, retros, planning meetings, offsites -main focus, how to enable/empower team to be high performing PO owns what – team owns how, and scrummaster coaches everyone, but is mostly about how
- Team delivers the what in short increments FULL ownership of the how If you don’t trust them, consider you may have the wrong team (OR work on your trust issues) Domain experts Emphasis on delivery Pass fail criteria – you reject things if they don’t fit (all clear beforehand) Good specs, good communication between you and them They own the velocity, etc, get better & better at estimating it, running it Considerations: splitting art from engineering? Separate backlogs? Teams too big?
- From rugby – Still work as a team/unit, doesn’t mean no differentiation/clarity of roles Rather refers to how it works and approaches work as a unit
- How to keep the integrity of an agile team heat shield Communicator Ownership, clarity, stakeholders
- Why agile – what’s the point Remembering it’s not just good enough, but excellent, astonishing, amazing results Customer delight Fast Agile promises the RIGHT business value QUICKLY How well does this tree map onto your team? – Comments on this topic?