Self-organization applied

Self-organization applied

Dawid PytelSenior Software Development Manager, Kroll Ontrack

http://www.AgileManager.pl

@DawidPytel

Welcome

ScrumDays Poland 2015

2

They are self-organizing. No one (not even the Scrum Master)

tells the Development Team how to turn Product Backlog into Increments of potentially

releasable functionality;

Scrum Teams are self-organizing and cross-functional.

Self-organizing teams choose how best

to accomplish their work, rather than being directed by others

outside the team

Coaching the Development Team in self-organization and cross-

functionality;

(how Scrum Master serves the Development Team)

The Development Team self-organizes to undertake the work in the Sprint Backlog…

By the end of the Sprint Planning, the Development Team should be able to explain to the Product Owner and Scrum Master how it intends to work

as a self-organizing team to accomplish the Sprint Goal and create

the anticipated Increment.

Development Team should understand how it intends to work together as a self-organizing team to accomplish

the Sprint Goal

Self-organization in Scrum Guide

3

Self-organization can only be enabled, not enforced

We need „Enablers” - key elements of which self-organization is composed, factors which are enabling and strengthening it

4

Connection

Purpose

Information

Goals

Self-organization is based on individuals

who takes the responsibility…

6

Empowerment

Trust

Responsibility

Authority

Safe environme

ntEmpowerme

nt

7

7 levels of Authority

Tell

Sell

Consult

Agree

Inquire

Delegate

Advise

8

Self-organization puzzles

Connection Missing element…

Individuals who takesresponsibility

9

Boundaries & Constraints

10

Self-organization enablers

ConnectionIndividuals who takes

responsibility Boundaries

Can we get too far in self-organization?

12

Too far Too fast

Born

Growth

Stronger Unbelivable

Thank you