Individual and team goals

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Individual and team goals

  1. 1. Performance Reviews in an Agile environmentMain AspectsIndividual goals that are adapted to the fact that individuals aremembers in an Agile teamSetting up Team Goals  Shared by all team members  Communicated to team together  Feedback and coaching given to the team, not individuals  Same evaluation/score to all team membersBoth individual goals and team goals should be setup in collaborationwith the team/individual. Ask people to suggest their goals. Consider itanother indicator of maturity of self-management capabilities.References  http://www.poppendieck.com/measureup.htm - about how to measure/compensate in a group accountability env  http://agilediary.wordpress.com/2009/01/07/individual-performance-in-agile-team- assessment-and-individual-burndown-charts/  http://runningagile.com/2008/01/22/review-process-for-agile-team-members/Agilesparks – Challenging your comfort zone – www.agilesparks.com info@agilesparks.com
  2. 2. Individual goals – Categories and Examples • Be involved in the requirements phase: be the Focus team Focal point to the Product Owner • Perform at least one lateral/cross functional task along the year •Expand your knowledge and experience in XX relevant area and learn business of new areas (be able to independently perform XX tasks) Personal development Team Business/task contribution oriented• Provide full visibility to the team of my work progress and  Release all your deliveries in time, impediments, effectively utilizing using team members scope and requested quality without involving managers.  Reach high quality of our products• Share and proactively transfer my professional knowledge to with low amount of escaping defects the team and help others performing their tasks. and defects generation.  Get familiar with X area• Aligning with team “rules” and norms.  Get at least one innovation from idea• Becoming more active and proactive part in the team, taking to implementation more initiatives.  Enlarge automation scope and usage  Introduce cost savings initiatives• Enrich teams knowledge and capabilities: Identify areas of your expertise, carry out a knowledge transfer sessions, qualify new team members, provide support on top of your daily tasks.• I work on whatever contributes most to the teams goals, irrespective of my actual job title. Agilesparks – Challenging your comfort zone – www.agilesparks.com info@agilesparks.com
  3. 3. Sample SCRUM TEAM targets Value/Category Goal Name Goal Description How to measure Predictability Deliver frequently, Deliver ________ Delivery of committed on time, quality, (Service Pack / scope, stretch with maximal scope Feature Pack / goals(expected), meeting Version) on time and exit criteria quality, with maximal scope. Or Deliver X versions this year, on time and quality and maximal scope. Efficiency Stable and Achieve stable and  SP / Sprint improving improving team  % of new Throughput/Velocity velocity and functionality efficiency, allowing covered by SP effective release  Estimation planning and predictability – diagnostic for the stable actual team effort per SP  Feature Points per Sprint  Feedback from Product Manager Customer Centric Improve Support Improve support  APS statistics delivered, as well as (Average lead time, reduce need for number of bugs, etc.) support  Initiatives that drive down need for support or performance on KPIs, with measurable improvements  %/# of cases escalated to and beyond Dev Manager Efficiency and Focus Concentrate and How much work is taken Effectiveness Focus – reduce Work on in the same time (WIP)Agilesparks – Challenging your comfort zone – www.agilesparks.com info@agilesparks.com
  4. 4. in Progress / Multi- Tasking Efficiency and Sustainable Pace Reach an energized Velocity + Effectiveness but sustainable pace Quality + of work that delivers Growth Investment + a lot of value Employee while allowing team satisfaction/retention to continue delivering over time (no burnout) AND growth in capabilities/ performance Customer Centric High flexibility - Achieve high  Cycle Time from Welcome Changes flexibility to changing starting work to realities and delivering to requirements customer  Lead time from customer need to delivering. Efficiency and Improve automation, coding  Automation Coverage Effectiveness “engineering standards, code % practices” review, Test-Driven-  % Amount of code Development etc. reviewed during sprint Excellence / Improve Quality Improve quality of  minimize escaping Efficiency and deliverables defects Effectiveness  minimize “missing functionality” defects  Customer Feedback regarding quality and fit of deliverables  Ease of integration/adoption  Feedback from adopters/delivery Collaboration Team Versatility Work towards  Knowledge matrix. achieving high levels Identify weak points of Backup/ and set targets and Redundancy – plan (part of SCRUM enables flexibility to TEAM planning) to changing increase knowledge workloads/surprises.h where lacked  Good balance ofAgilesparks – Challenging your comfort zone – www.agilesparks.com info@agilesparks.com
  5. 5. generalized knowledge and specialization areas  minimal bottlenecks due to specific team members  KT plan for specialization areas, and execution on a sprint by sprint basis.  Ability of any team member to take any task  Amount of “knowledge types” considered during sprint planning to detect capacity issues Collaboration Collective Collective  Team members work Commitment and accountability on whatever Delivery towards committed contributes most to goals the teams goals, irrespective of their actual job title Collaboration Personal Influence and help  Team members Development of achieve team meeting their Team Members members individual individual personal personal development goals development, in light  Team members of team and satisfaction / individual needs retention rate Collaboration Open Achieve open  Less Reliance on Dev Communication communication Manager to handle allowing discussion HR and resolution of any interactions/conflicts and all issues in the team affecting the team  Less conflicts, Good performance team spirit/motivation/ene rgies Collaboration Collaboration Achieve effective  Feedback from beyond the team collaboration with Program other teams and roles Manager/Product Manager/Scrum Teams in Project/Other ScrumAgilesparks – Challenging your comfort zone – www.agilesparks.com info@agilesparks.com
  6. 6. Teams  # of escalations to Dev Manager  High-quality integrations??? Collaboration Impediments Work together to  Speed of Removal identify and remove impediments removal impediments at the  # of impediments individual and team escalated to Dev level. Invite others to Manager help with own tasks. unnecessarily Excellence Continuous Create a sustainable  Introduce at least X Improvement continuous initiatives/ideas and Culture/Process improvement culture follow it through. and process,  Effective and creative identifying and retrospectives, with driving improvements follow up in team delivery  Continuous and pro- performance active push towards team and project goals  Growth Motivate to Grow Team members  Present examples of challenge each other growth initiatives that to grow in areas were performed in serving the team and the team. individuals Excellence Create and meet Team members  Defined and observed high standards create high standards Team Rules, Done of work – Team Rules, Criteria (Definition of Definition of Done, Done applied to all etc. development tasks, standard set by the team/project, NOT the acceptance criteria from Product Manager) Effectiveness / Effective Meetings Have effective  Team members feel Efficiency and Decisions meetings driving meetings are effective effective decisions  Decisions are taken that are executed on quickly, not dragged a timely manner across many meetings  Decisions are implemented quickly Agilesparks – Challenging your comfort zone – www.agilesparks.com info@agilesparks.com
  7. 7. Effectiveness / Try and experiment The team attempts  Present examples, at Efficiency techniques for and adopts new least some with improvement techniques that actual ROI (ok to have enhance its efficiency some that fail, but fail and effectiveness FAST) Leadership Pro-active The Team finds ways  Initiatives driven by involvement in to interact with the Team Project/Product project/product  Constructive level leadership and drive suggestions of how to initiatives/decisions changes that it feels change things are necessaryAgilesparks – Challenging your comfort zone – www.agilesparks.com info@agilesparks.com

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