Virtual teams - Learnings from Crisis Management Teams for Distributed Agile Teams
Post on 15-Apr-2017
258 Views
Preview:
Transcript
V i r t u a l t e a m s - l e a r n i n g s f ro m C r i s i s M a n a g e m e n t
w w w . l e a n b e e . s e
R O L F @ L E A N B E E . S E | @ R O L F H A S A N E N
Goals
1. Share my experience applying research from CrisisManagement area to distributed developmentteams with people in Nordics and India.
2. Describe why we need to pay attention to Team Situational Awareness especially for distributed / virtual teams.
3. Describe the Team Situational Awareness Model and how it can be used
Background – Research in Crisis Management
Nordic IT Developmentusing EDC in India
Appli-ed to
The question:How can we utilizevirtual teamsto managelong living crises?
+Agile
2003-2005 2010-2011
Almost Agile
LAW
Mental vacuum does not
exist!Every person comes with existing values, assumptions and mental models that
they apply to all situations believing that their interpretation works well.
It takes time and effort for people to gel into a high performing teamduring that time people actually sync and update their mental models
this process can be speeded up, the rest of the talk is about how to do that
Team Performance
Prerequisites for Tactical / Strategic performance mode
1. Shared Situational awareness
2. Free flow of information
3. Common vision/goal
4. Shared memory
5. Domain understanding
6. Trust
ScrambledOpportunis-
ticTactical Strategic
Reliability ofperformance
Mental Mode of control
COCOM model
Shared Situational Awareness::Definition
is the ability to identify, process, and comprehend the
critical elements of information about what is
happening to the team with regards to the mission.
More simply, it's knowing what is going on around you
and what to do about it.
Important information/ conceptsin our context
1) What WE “know” needs to be shared
Team Situational Awareness Model
When people do not
have common view of
what needs to be
shared we either get
too much noise or
people do not get
right information in
right time
Important information/ conceptsin our context
1) What WE “know” needs to be shared
2) Devices used to share information on
Team Situational Awareness Model
Tools are an
important hygiene
factor that enables
free flow of
information and
common team
memory
Information sharingin CM centres
Sambandstablå
Hä
nd
els
ein
form
atio
n
Ko
mm
un
ika
tio
nsp
lanSAMBAND
INFORMATION
LEDNING / ANALYS
Resursplan
PERSONALSERVICE
An
aly
s
Organisationstablå
MAT & MÖTE
BIS
Chef stab
Chef
Informationsansvarig
Crisis
Management
centres all around
the world put a
premium on large
scale visualization
of almost
everything
Important information/ conceptsin our context
1) What WE “know” needs to be shared
2) Devices used to share information on
3) Effective processesfor sharing SA information
*Planning as Design Effect Mapping Competence maps
Team Situational Awareness Model
Agile approaches
provide a lot of
support for shared
SA but can be
improved further
Planning as Design
We work with Combat Planning* in order to:
1. Design how we build our product / service
2. Design our path to the future
3. Create common memory of the future
4. Collaborate to get diverse views on the table
5. Provide shared goals
Mindset change from #NoPlanning crowd
Critical for creating
and aligning
common goals for
a distributed team
* Lean Product Development planning approach
Important information/ conceptsin our context
1) What WE “know” needs to be shared
2) Devices used to share information on
3) Effective processesfor sharing SA information
*Planning as Design
Learning dialogue
Effect Mapping Competence maps
4) Shared mental models
*Double loop learning *Empathy walks
Team Situational Awareness Model
Critical foundation
element is shared
mental models
regarding team
way of working
Double loop learning
Assessing beliefs & assumptions by observation or catalytic questions:
• What is Testing?
• What is included in development?
• Are we solving the right problem?
Goal: develop new beliefscongruent with Agile development
A team that does not run effective standups, sees testing as something that only testers door does no improvements has clearly not beliefs and mental models that are in conflict with Agile development.
Empathy walks
All non nordic team members had to visit stores / branch offices to understand the customer experience.
Goal: Change mindsetsUnderstand the level ofquality in Nordics when it comes to design, robustness, aestethics & overall experience for products and services.
”Even milk cartons are designed”
Results• Team scored in top 1% in
job satisfaction & growthout of 30 000 people
• Combined management experience was that thisteam produced and workedbetter than previousoffshoring teams had done.
Velocity (sp)
Quarters
Happy Index
Quarters
Relocation back to India
In Sweden
Summary
• Team Situational Awareness Model helps in assessing
Situational Awareness mismatches between team
members and designing counter measures
”There is always a better way!- even if we do not know it today”
rolf@leanbee.se
@RolfHasanen
If you want to have a fika* and talk – reach out on *
top related