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Forming agile teams
Where do fantastic agile teams come from?
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Dave Sharrock
email: [email protected]: @davesharrockskype: dave.sharrock
15+ yrs experience`regulatory international
B2B matchmaking MBA IPO
agile husband start-up sometime Canadian
fatherexecutive outsourcing
B2C data analysis
seismology scrum
English go canucks go
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forming agile teamswhat do you look for in a team as a manager, as an agile team member and as a customer
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forming agile team has different, often conflicting objectives,
depending on your point of view
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“A team effort is a lot of people doing what I say.”
Michael WinnerBritish Writer and Film Director
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"What we need to do is learn to work in the system, by which I mean that everybody is there not for individual competitive profit or recognition, but for contribution to the system as a whole on a win-win basis."
W. Edward Deming
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steps to forming a fantastic team
characteristics of an agile team
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characteristics of a scrum team
• cross-functional • 7±2 people• co-located
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poll how many agile teams meet the scrum characteristics?
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cross-functional teamsthe team includes all the skills necessary to deliver the end product (from concept to cash)
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every team will have its specialists working together to
deliver an end product
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Tea Tea Tea
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Tea Tea Tea
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Tea Tea Tea
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Tea Tea Tea
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scaling - too many people or too big a product
sometimes you can’t because of:
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scaling - too many people or too big a product
different technologies, products, backlogs
sometimes you can’t because of:
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scaling - too many people or too big a product
different technologies, products, backlogs
limited availability of specialists, e.g. architect
sometimes you can’t because of:
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scaling - too many people or too big a product
different technologies, products, backlogs
limited availability of specialists, e.g. architect
then you need to1. manage
dependencies2. create
knowledge
sometimes you can’t because of:
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specialists exist on the team, but every team member pitches in
to help when necessary
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a result of self-organization, not cross-functionality
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optimum (agile) team size is 7±2 people
The Ringelmann effect refers to a combination of social loafing and coordination losses
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the Ringelmann effect
The more people Ringelmann added to a group, the greater the decline in personal effort. Three people pulled at only 2.5x the average individual effort, and eight people pulled at a force equal to the combined individual effort of only four people.
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social loafing (and coordination losses)
increase with team size
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the perfect size is...
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co-located vs. virtualmany aspects of distributed teams are still unclear
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global market in labourmeans distributed or virtual teams are here to stay in many businesses today
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many agile practices work just great with distributed teams
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agile practices support distributed teams
“Teams in which leaders periodically gathered information about others and revealed information about themselves performed better than teams in which members did not do this.”
Suzanne WeisbandAssociate Professor
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significant risk factors for virtual teams
• Insufficient knowledge transfer• Lack of project team cohesion• Cultural or language differences• Inadequate technical resources,
i.e. hardware, processing availability
• Resource inexperience with company and its processes
• Loss of key resource(s) that impact the project
• Hidden agendas impact the project
Project Risk Differences BetweenVirtual and Co-Located Teams, Reed & Night
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six common misperceptions about teamwork
•Misperception #1: Harmony helps•Misperception #2: It's good to mix it up•Misperception #3: Bigger is better•Misperception #4: Face-to-face interaction is passé•Misperception #5: It all depends on the leader•Misperception #6: Teamwork is magical
Six Common Misperceptions about Teamworkby J. Richard Hackman
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common misperceptions: harmony helps
Harmony helps
disagreements can be good for a team
Six Common Misperceptions about Teamworkby J. Richard Hackman
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Dear ScrumMaster,
Remember: - don’t let it get personal- or get out of hand
YoursThe Team
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common misperceptions: its good to mix it up
Its good to mix it up
the longer a team stays together, the better they do
Six Common Misperceptions about Teamworkby J. Richard Hackman
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again a fact of corporate life...
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but get experience of excellence before breaking teams
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common misperceptions: it depends on the leaderIt all depends on the leader
the most powerful thing a leader can do is to create conditions for self-organization, and launch the team wellSix Common Misperceptions about Teamwork
by J. Richard Hackman
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leadership challenge
“However most of the high-performance teams were not manager-led teams.
They were teams where the management had deliberately stepped back, or was inattentive or where one reason or another was totally absent, thus enabling the team to self-organize.”
Steve Denning
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common misperceptions: teamwork is magical
Teamwork is magical
It takes careful thought and preparation to stack
the deck for successSix Common Misperceptions about Teamworkby J. Richard Hackman
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how will we form the team
• self-organized trumps allocated• constrained trumps random• loose fit trumps tightly controlled
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your experiencehow have your agile teams been formed - and what worked well, and what didn’t work well
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agree constraints beforehand
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allow random orself-organized selection
agree constraints beforehand
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immediately allow team identity to form
allow random orself-organized selection
agree constraints beforehand
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celebrate team selection
immediately allow team identity to form
allow random orself-organized selection
agree constraints beforehand
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thank you
[email protected]: dave.sharrockfollow us on: @agile42
follow me on: @davesharrock
“Coming together is a beginning. Keeping together is progress. Working together is success.”
Henry Ford