Dream teams - making your dream (team) come true

Dream Teams: Making Your Dream (Team) Come True

Ron Lichty | Ron Lichty Consulting Ron@RonLichty.com | www.ronlichty.com

Ron Lichty,� Managing Software People & Teams

SOFTWEST

Ron@RonLichty.com 2(c) Ron Lichty: Teamwork: Making Your Dream Team Come True

Coauthor, Study of Product Team Performance

http://www.ronlichty.com/study.html

3(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com

Addison Wesley: http://www.ManagingTheUnmanageable.net

(c) Ron Lichty: Teamwork: Making Your Dream Team Come True4Ron@RonLichty.com

Rules of Thumb / Nuggets of Wisdom*

* 300 in the book / more at http://managingtheunmanageable.net/morerulesofthumb.html

Rules of Thumb / Nuggets of Wisdom*•  Measure twice, cut once.•  Life is simpler when you plow around the

stump.•  Brooks’s Law: Adding manpower to a late

software project makes it later. --Fred Brooks •  I don’t care how good a team is today; if they

aren’t better a year from now, they’re not agile. --Mike Cohn

* 300 in the book / more: http://managingtheunmanageable.net/morerulesofthumb.html(c) Ron Lichty: Teamwork: Making Your Dream Team Come True 6Ron@RonLichty.com

Agenda•  Teams

–  and dream teams•  Agile Practices

–  and agile values•  Doing Agile

–  and being agile•  Fostering Greatness

– Practice Greatness(c) Ron Lichty: Teamwork: Making Your Dream Team Come True 7Ron@RonLichty.com

By Pictofigo (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commonsense, �This file is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported license. Free to share and remix/adapt. http://commons.wikimedia.org/wiki/File:Pictofigo-Scrum.png

(c) Ron Lichty: Teamwork: Making Your Dream Team Come True 8Ron@RonLichty.com

•  Think about…The best team you’ve been on?�

The most high performance team?

Brainstorm: What were the…• characteristics• relationships• qualities• ways of being

. . . that made it stand out?

“It isn’t teamwork that is difficult.

“It’s initiating teamwork in a world of business that is antagonistic toward teamwork [that is difficult].”

--Christopher Avery, Teamwork Is an Individual Skill

Agile Practices

Agile Practices Deliver Value

(c) Ron Lichty: Teamwork: Making Your Dream Team Come True 13By Michaelblinkpipe (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commons, �https://commons.wikimedia.org/wiki/File%3AAn_Abcam_stand_up_meeting_using_BlinkPipe_video_conferencing..png

Ron@RonLichty.com

Agile Practices Deliver Value•  Plan Daily•  Plan Weekly (or biweekly or…)•  Plan Publicly & Transparently•  Order Work Based on Customer Value•  Together define “Done”•  Relatively Size Stories•  Deliver Frequently•  Share how we’re doing•  Reflect on how to do better

•  Standups– Standups matter:– Effective, Daily Standups

--2015 Study of Product Team Performance

•  Definitions of Done– Definitions of Done matter:– Created within the team

--2016 Study of Product Team Performance

Voting Machines Deliver Value, too

18(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueBy Seattle Municipal Archives from Seattle, WA (Voting machine, 1971) �[CC BY 2.0 (http://creativecommons.org/licenses/by/2.0)], via Wikimedia Commons

Ron@RonLichty.com

•  But voting machines don’t make us a democracy

•  Democracy emanates from– Values– Principles

Similarly…

Agile Practices Don’t Make Us AgileAgile Practices Don’t Deliver Great Teams

Agile Values Inspire Great Teams

•  Build projects around motivated individuals

•  Trust… to get the job done •  Face-to-face conversation •  Self-organizing teams•  The team reflects, …tunes, …adjusts -- http://agilemanifesto.org/

Self-Organizing Teams

•  For a team to self-organize,...– everyone has to participate– every team member must step up

•  If our self-organizing team were an acting troupe, … �

What kind of acting do we do?

What kind of acting do we do?•  If our self-organizing team were a

music group, …�What kind of music do we perform?

What kind of acting do we do?•  If our self-organizing team were a

music group, …�What kind of music do we perform?

•  Who is the leader?(c) Ron Lichty: Teamwork: Making Your Dream Team Come True 29Ron@RonLichty.com

Best Teams

•  A relationship? between– Agile Values

•  Shared Leadership •  Self-Organizing Teams

– Best Team characteristics

Agile Values ßà Best Teams?

Projects Not Suitable for Agile?

•  Micromanagement

•  Micromanagement disrupts Agile•  Micromanagement prevents Best Teams•  Micromanagement prevents Learning•  Micromanaged teams become order-takers

•  Agile calls for everyone on the team to step up•  Micromanagement causes everyone to step back

Managers and Agile•  “A common misconception is that because

of this reliance on self-organizing teams, there is little or no role for leaders of agile teams. Nothing could be further from the truth.” �--Mike Cohn, Succeeding with Agile

•  Managers of teams•  Project managers•  Program managers•  Scrum masters•  Product managers?•  Product owners?

Shared Leadership… and Managers

•  What do all those managers have in common?

Agile: “Servant Leaders”

•  Traditionally, managers:–  run things–  give direction–  tell people what to do–  like being the center of attention

“If you’re the ScrumMaster and everyone is looking at you, you’re doing it wrong.” --Marilson Campos

the Agile Manager Squeeze

youyouyouyouherehereherehereareareareare

OrganizationalOrganizationalOrganizationalOrganizationalChangesChangesChangesChanges

My JobMy JobMy JobMy JobChangesChangesChangesChanges

TeamTeamTeamTeamChangesChangesChangesChanges

Peer & PartnerPeer & PartnerPeer & PartnerPeer & PartnerChangesChangesChangesChanges

LeadershipLeadershipLeadershipLeadershipChangesChangesChangesChanges

Welcome to Agile!

--Agile Learning Labs, Laura Powers

The Problem for People Managers: �

ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp)

Ron@RonLichty.com (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 43

The Problem: �Where Is the Manager?

ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp)Ron@RonLichty.com (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 44

Managers and Agile•  Fostering an Agile Culture•  Modeling, Defending, Evangelizing Agile

Values•  Empowering Self-Organization & Excellence

Values•  Empowering Self-Organization & Excellence•  Removing Impediments

Values•  Empowering Self-Organization & Excellence•  Removing Impediments•  Counseling, Coaching and Mentoring•  Scaling Scrum•  Hiring and Firing

Values•  Empowering Self-Organization & Excellence•  Removing Impediments

Creating an Agile Culture•  Theory Y: “enabling”, “empowering”, “developmental",

“continuous improvement” -> Servant Leadership

McGregor's X-Y Theory49(c) Ron Lichty: Teamwork: Making Your Dream Team Come True

Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams , http://www.ManagingTheUnmanageable.net

Ron@RonLichty.com

Managers and Agile•  Creating an Agile Culture

Lean-Agile management is the art of leading people, not managing them... Leading people involves creating the correct environment, focusing them on the right things, and trusting them to do their work... ��In Lean-Agile, the manager has two primary responsibilities: � • setting the outcomes or goals expected of the team; � • assisting the doers in creating a better process and workspace to get their jobs done... �

--Alan Shalloway, Net Objectives50(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com

Delegation & Empowerment•  Rules of Thumb

Management sets the boundaries of what needs to be done and says to the team, I trust you to figure out how to get it done.

Delegation & EmpowermentTrust but verify.

Delegation & Empowerment

Trust but verify.

-RONALDREAGAN

(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com

Trust but verify.

-RONALDREAGANquo-ngVLADIMIRLENIN

–  imperative not to micromanage–  the essence of delegation–  setting expected outcomes for teams

Trust but verify.

I inspect what I expect.

-ALANLEFKOF,NetopiaCEO,quo-ngLOUGERSTNER

Creating an Agile Culture•  Establishing Culture

http://www.ManagingTheUnmanageable.net

Managers and Agile•  Empowering Self-Organization & Excellence

When teams self-organize there's still plenty for managers to do... a manager’s job is to engineer the organization so that teams can do their best work. �--Esther Derby, co-founder, Scrum Alliance

Managers and Agile•  Removing Distractions and Impediments

Be a damper to the noise. --Joe Kleinschmidt, CTOJohn Evans, Winchester, Hants, United Kingdom, www.thetippingpoint.co.uk

Managers and Agile•  Model, Defend, Evangelize Agile Values “Managers are still needed. Not so much for their planning and controlling ability, but for the important job of interfacing on the team’s behalf with the rest of the organization.” �--Diana Larsen, co-author, Agile Retrospectives

Communicating•  Create a culture of communication

–  at every level–  with everyone

•  up, down, within and across

•  “We have two ears and one mouth. Use them in this ratio.”— Kimberly Wiefling

Communication

You cannot overcommunicate.

-RONLICHTY

Virtual Teams•  There is never enough communication•  Commitment to communicate•  No substitute for face-to-face meetings

The more distance between teammates, the more you have to formalize communication and make it explicit.

-TEDYOUNG,DevelopmentManager&AgileCoach,Guidewire

How Do We Foster Dream Teams?•  Foster shared leadership & an Agile Culture•  Model, Defend, Evangelize Agile Values•  Trust Our People•  Shield Teams from Politics & Distraction•  Remove Impediments•  Empower Self-Organization & Excellence•  Create a Culture of Communication

Ron Lichty Consulting •  Mentoring, coaching, training, consulting:

–  http://ronlichty.com, Ron@RonLichty.com

•  The book: �Managing the Unmanageable: � Rules, Tools & Insights for Managing Software People & Teams–  http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb

•  The video training: �LiveLessons: Managing Software People and Teams –  http://ManagingTheUnmanageable.net/video.html

•  The study: �The Study of Product Team Performance –  http://ronlichty.com/study.html

•  Training:The Agile ManagerManaging Software People and TeamsZero to Agile in Three Days

Informit.com/lichty

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Save 35% on Book•  Use code SWDEV35

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Ron Lichty Consulting •  Mentoring, coaching, training, consulting:

–  http://ronlichty.com, Ron@RonLichty.com

•  The book: �Managing the Unmanageable: � Rules, Tools & Insights for Managing Software People & Teams–  http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb

•  The video training: �LiveLessons: Managing Software People and Teams –  http://ManagingTheUnmanageable.net/video.html

•  The study: �The Study of Product Team Performance –  http://ronlichty.com/study.html

•  Training:The Agile ManagerManaging Software People and TeamsZero to Agile in Three Days

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