Team-Design-Slides-1.pptx

Copyright© Agile Transformation Inc.
Roles
From Silos to Cross-Functional Delivery
Teams
2

Roles
A High Performance Culture
Who are we and how do we behave?
What is important now? Why?
Can we stay focused till ‘Done’?
Can we deliver customer
value predictably?
Clarity
Focus
Predictable
Execution
3

Business Agility Journey
Customer Seat
at the Table
Agile
Framework
and Mindset
Stable
Teams
Lean Product
Development
Know Who Our
Customers Are
Voice of the
Customer
Customer
Journey
Customer
Feedback
Problem
Discovery
Product
Validation
Solution
Discovery
Product
Optimization
Team
Design
Stability &
Co-Location
Cross-
Functional
Big Team
Inclusion
Scrum &
Kanban
Scaling
Agile
Release
Planning
Agile
Mindset
Leadership &
Culture
Transformation
Servant
Leadership
Tactical to
Strategic
Leadership
Leading Agile
Teams
Adaptive
Leadership
Make it
Stick
Build Internal
Capacity
Scale
Learning
Measurement
& Growth
Change
Mgmt.

Stable Teams
A cross-functional group of Individuals that have all
the skills, tools they need to design, develop, test and
release customer value to production.
They remain together intact for the long term; existing
for different projects/deliverables and aligned with
other teams to deliver end to end customer value.
The team co-locates physically or collaborates
virtually and works together daily practicing Agile.
5

Stable Teams
• Build “empowered” Cross Functional
teams that can deliver from “concept-
to-cash”
• Bring the work to the team, don’t pull
the individuals to the work
• Let the teams FOCUS and finish what
they start
• Encourage High Collaboration and
Self-Organization
“Stop Starting and Start Finishing!”
6

The Basic Team Structure
Business Vision
What? Why?
Process
Facilitator
Technical
Vision
Ho
w
Measurement
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Backlog
7

Program/Product View
Program/Product/Release
Train/Tribe
PULL
from
the
Backlog
8

Enterprise Stable Teams
9

Feature Teams
10

Component Team Definition
Component Team
Team is specialized in a specific
application, product, platform, system or
technology that is used and leveraged by
other internal teams. Component teams
have internal customers and typically
don’t deliver end to end value to
customers. Learn more here.
11

Component vs. Feature Teams
12

Big Team - Definition
Big Team refers to the group of partners, support
staff, leaders and other key stakeholders that play
critical roles in the product development value
stream for defining, planning, designing, validating
and implementing solutions.
Big Teams are formed to support and collaborate
with one or more Stable Teams in the development
of product features.
13

The “Big Team”
Responsible for “product support” activities that help turn the
stable team output into value that can be realized by our
customers!
Engagement Guidelines:
 Empowered! - one person aligned and
dedicated to supporting the Stable
Team – give us the “Play Maker”
 Big Team members should add value
to the Stable Team and customer
 Customer and value stream focus
 Scrum Master works with big team
members that impact the process
 Product Owner works with big team
members that impact the product
Stable Team
Big Team (Stakeholders)
14

Communities of Practice
Communities of Practice are design to encourage cross-team
knowledge sharing, share best practices, establish standards
and ensure overall execution across teams is healthy.
Can be Enterprise Level or Cross-Team/LOB Level
ScrumMaster
CoP
Architecture
& Tech
Excellence
Test
Automation
Agile CoP
Continuous
Delivery CoP
PO CoP
Product
Development
15

Benefits of Stable Teams
Adapted from Tuckman Model 1965
16

 Which resources should I pull to get project done?
 What percent allocation can I get? Who is their manager?
 What is our enterprise capacity in terms of resource hours?
Allocating Projects Beyond Capacity
 Which team is qualified and ready to pull this deliverable into their backlog?
 Which product owner owns the team’s capacity?
 What is our enterprise capacity per quarter by team and program/product?
Pushing projects beyond capacity actually causes an
organization to slow down!
The WRONG questions to ask:
The RIGHT questions to ask:
17

Experiment Approach to Inform the EBA Initiative
Define
Experiment
Conceptual
Model
Define the
Hypotheses
Define the
Experiments
Learn from
Observations
Determine
Actions
Enterprise Capacity &
Throughput will be
improved through:
• Quarterly Initiative
Planning
• Aligning Stable
Teams
• DevOps Techniques
• Agile Framework
and Mindset
Experiment
• Sample Sizes &
Timelines
• Baseline, Variables &
Expected Results
• Metrics
• Review, Adjust &
Expansion Processes
Learn & Adjust
• Measure
• Review
• Adjust
Use findings to:
• Test the Conceptual
Model & Agility Pillars
• Define, test & evolve
Experiments & the
EBA Initiative Backlog
• Inform Sustainability &
Operational
approaches
18

Conceptual Model Starting Point for Experiments to Inform the
EBA Initiative
19

Team-Design-Slides-1.pptx

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