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Dream Teams: Making Your Dream (Team) Come True Ron Lichty | Ron Lichty Consulting Ron@RonLichty.com | www.ronlichty.com
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Dream teams - making your dream (team) come true

Jan 21, 2018

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  1. 1. Dream Teams: Making Your Dream (Team) Come True Ron Lichty | Ron Lichty Consulting Ron@RonLichty.com | www.ronlichty.com
  2. 2. Ron Lichty, Managing Software People & Teams SOFTWEST Ron@RonLichty.com 2 (c) Ron Lichty: Teamwork: Making Your Dream Team Come True
  3. 3. 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
  4. 4. Addison Wesley: http://www.ManagingTheUnmanageable.net (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 4Ron@RonLichty.com
  5. 5. Rules of Thumb / Nuggets of Wisdom* * 300 in the book / more at http://managingtheunmanageable.net/morerulesofthumb.html 5(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  6. 6. Rules of Thumb / Nuggets of Wisdom* Measure twice, cut once. Life is simpler when you plow around the stump. Brookss Law: Adding manpower to a late software project makes it later. --Fred Brooks I dont care how good a team is today; if they arent better a year from now, theyre 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
  7. 7. 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
  8. 8. Teams By Pictogo (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commonsense, This le 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:Pictogo-Scrum.p (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 8Ron@RonLichty.com
  9. 9. Think about The best team youve been on? The most high performance team? Brainstorm: What were the characteristics relationships qualities ways of being . . . that made it stand out? Teams (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 9Ron@RonLichty.com
  10. 10. It isnt teamwork that is difcult. Its initiating teamwork in a world of business that is antagonistic toward teamwork [that is difcult]. --Christopher Avery, Teamwork Is an Individual Skill Teams (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 10Ron@RonLichty.com
  11. 11. Agile (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 11Ron@RonLichty.com
  12. 12. Agile Practices (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 12Ron@RonLichty.com
  13. 13. Agile Practices Deliver Value (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 13 By 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
  14. 14. Agile Practices Deliver Value Plan Daily Plan Weekly (or biweekly or) Plan Publicly & Transparently Order Work Based on Customer Value Together dene Done Relatively Size Stories Deliver Frequently Share how were doing Reect on how to do better(c) Ron Lichty: Teamwork: Making Your Dream Team Come True 14Ron@RonLichty.com
  15. 15. Agile Practices Deliver Value Standups Standups matter: Effective, Daily Standups --2015 Study of Product Team Performance (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 15Ron@RonLichty.com
  16. 16. Agile Practices Deliver Value Denitions of Done Denitions of Done matter: Created within the team --2016 Study of Product Team Performance (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 16Ron@RonLichty.com
  17. 17. Agile Practices Deliver Value (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 17Ron@RonLichty.com
  18. 18. Voting Machines Deliver Value, too 18(c) Ron Lichty: Teamwork: Making Your Dream Team Come True By 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
  19. 19. Voting Machines Deliver Value, too But voting machines dont make us a democracy (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 19Ron@RonLichty.com
  20. 20. Voting Machines Deliver Value, too But voting machines dont make us a democracy Democracy emanates from Values Principles (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 20Ron@RonLichty.com
  21. 21. Similarly Agile Practices Dont Make Us Agile Agile Practices Dont Deliver Great Teams (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 21Ron@RonLichty.com
  22. 22. Agile Values Inspire Great Teams (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 22Ron@RonLichty.com
  23. 23. 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 reects, tunes, adjusts -- http://agilemanifesto.org/ (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 23Ron@RonLichty.com
  24. 24. 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 reects, tunes, adjusts -- http://agilemanifesto.org/ (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 24Ron@RonLichty.com
  25. 25. Self-Organizing Teams (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 25Ron@RonLichty.com
  26. 26. Self-Organizing Teams For a team to self-organize,... everyone has to participate every team member must step up (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 26Ron@RonLichty.com
  27. 27. Self-Organizing Teams If our self-organizing team were an acting troupe, What kind of acting do we do? (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 27Ron@RonLichty.com
  28. 28. Self-Organizing Teams If our self-organizing team were an acting troupe, What kind of acting do we do? If our self-organizing team were a music group, What kind of music do we perform? (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 28Ron@RonLichty.com
  29. 29. Self-Organizing Teams If our self-organizing team were an acting troupe, 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
  30. 30. Best Teams A relationship? between Agile Values Shared Leadership Self-Organizing Teams Best Team characteristics (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 30Ron@RonLichty.com
  31. 31. Agile Values Best Teams? Build projects around motivated individuals Trust to get the job done Face-to-face conversation Self-organizing teams The team reects, tunes, adjusts -- http://agilemanifesto.org/ (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 31Ron@RonLichty.com
  32. 32. Projects Not Suitable for Agile? (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 32Ron@RonLichty.com
  33. 33. Projects Not Suitable for Agile? Micromanagement (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 33Ron@RonLichty.com
  34. 34. Projects Not Suitable for Agile? Micromanagement disrupts Agile Micromanagement prevents Best Teams Micromanagement prevents Learning Micromanaged teams become order-takers (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 34Ron@RonLichty.com
  35. 35. Projects Not Suitable for Agile? 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 (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 35Ron@RonLichty.com
  36. 36. 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 36(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  37. 37. Managers of teams Project managers Program managers Scrum masters Product managers? Product owners? Shared Leadership and Managers (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 37Ron@RonLichty.com
  38. 38. What do all those managers have in common? Shared Leadership and Managers (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 38Ron@RonLichty.com
  39. 39. Agile: Servant Leaders (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 39Ron@RonLichty.com
  40. 40. Traditionally, managers: run things give direction tell people what to do like being the center of attention Shared Leadership and Managers (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 40Ron@RonLichty.com
  41. 41. If youre the ScrumMaster and everyone is looking at you, youre doing it wrong. --Marilson Campos Shared Leadership and Managers (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 41Ron@RonLichty.com
  42. 42. the Agile Manager Squeeze youyouyouyou herehereherehere areareareare OrganizationalOrganizationalOrganizationalOrganizational ChangesChangesChangesChanges My JobMy JobMy JobMy Job ChangesChangesChangesChanges TeamTeamTeamTeam ChangesChangesChangesChanges Peer & PartnerPeer & PartnerPeer & PartnerPeer & Partner ChangesChangesChangesChanges LeadershipLeadershipLeadershipLeadership ChangesChangesChangesChanges Welcome to Agile! --Agile Learning Labs, Laura Powers 42(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  43. 43. 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
  44. 44. 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
  45. 45. Managers and Agile Fostering an Agile Culture Modeling, Defending, Evangelizing Agile Values Empowering Self-Organization & Excellence 45(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  46. 46. Managers and Agile Fostering an Agile Culture Modeling, Defending, Evangelizing Agile Values Empowering Self-Organization & Excellence Removing Impediments 46(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  47. 47. Managers and Agile Fostering an Agile Culture Modeling, Defending, Evangelizing Agile Values Empowering Self-Organization & Excellence Removing Impediments Counseling, Coaching and Mentoring Scaling Scrum Hiring and Firing 47(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  48. 48. Managers and Agile Fostering an Agile Culture Modeling, Defending, Evangelizing Agile Values Empowering Self-Organization & Excellence Removing Impediments 48(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  49. 49. Creating an Agile Culture Theory Y: enabling, empowering, developmental", continuous improvement -> Servant Leadership McGregor's X-Y Theory 49(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
  50. 50. 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 Objectives 50(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  51. 51. 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. (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 51Ron@RonLichty.com
  52. 52. Delegation & Empowerment Trust but verify. (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 52Ron@RonLichty.com
  53. 53. Delegation & Empowerment 53 Trust but verify. -RONALDREAGAN (c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  54. 54. Delegation & Empowerment 54 Trust but verify. -RONALDREAGANquo-ngVLADIMIRLENIN (c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  55. 55. imperative not to micromanage the essence of delegation setting expected outcomes for teams Delegation & Empowerment 55 Trust but verify. -RONALDREAGANquo-ngVLADIMIRLENIN (c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  56. 56. Delegation & Empowerment 56 Trust but verify. -RONALDREAGANquo-ngVLADIMIRLENIN I inspect what I expect. -ALANLEFKOF,NetopiaCEO,quo-ngLOUGERSTNER (c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  57. 57. Creating an Agile Culture Establishing Culture 57 http://www.ManagingTheUnmanageable.net (c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  58. 58. Managers and Agile Empowering Self-Organization & Excellence When teams self-organize there's still plenty for managers to do... a managers job is to engineer the organization so that teams can do their best work. --Esther Derby, co-founder, Scrum Alliance 58(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  59. 59. Managers and Agile Removing Distractions and Impediments Be a damper to the noise. --Joe Kleinschmidt, CTO John Evans, Winchester, Hants, United Kingdom, www.thetippingpoint.co.uk 59(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  60. 60. 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 teams behalf with the rest of the organization. --Diana Larsen, co-author, Agile Retrospectives 60(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  61. 61. 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 Wieing (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 61Ron@RonLichty.com
  62. 62. Communication 62 You cannot overcommunicate. -RONLICHTY (c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  63. 63. Virtual Teams There is never enough communication Commitment to communicate No substitute for face-to-face meetings 63 The more distance between teammates, the more you have to formalize communication and make it explicit. -TEDYOUNG,DevelopmentManager&AgileCoach,Guidewire (c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueRon@RonLichty.com
  64. 64. 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 (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 64Ron@RonLichty.com
  65. 65. 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