self organizing agile teams

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  • self organizing agile teams

    roles, practices, factors

    Nikos Batsios, Agile Coach/ScM @ IXG, PDU Mobile Core Ericssons HTE Learnathon, 4th & 5th February 2015

  • based on

    a grounded theory on self organized agile teams Dr. Rashina Hoda

    a single confirmatory case study on a new agile team, through participant observation for one year and individual interviews - personal study

  • how agile teams organize themselves in practice?

    after the workshop it is expected that you will better understand the various roles, practices and factors affecting self-organization and you might get a few insights how you could enable

    self-organization

  • Jurgen Appelo M3.0

    self-organization cannot be a best practice. it is the default practice of any system, including teams.

    but what happens, also happening in the right

    direction?

  • Jurgen Appelo M3.0

    command and control is a special case, our attempt to steer self-organizing systems towards a direction that stakeholder considered to be valuable

  • lets self-organize

  • principles of self organization

    minimum critical specification

    requisite variety

    redundancy of functions

    learning to learn

  • conditions for self organizing capability

    autonomy

    cross fertilization

    self-transcendence

  • informal, transient, implicit, spontaneous self-organizing roles on agile teams

  • imagine that a new agile team is formed in your organization!

    which spontaneous and informal roles (other than those described by a specific framework) do you think that this

    agile team should handle that will help them to self-organize? which responsibilities should take care?

    your view as team member, agile coach, manager matters. (5)

  • provide initial guidance and support

    getting team confident

    encouraging continued adherence

    encouraging self-organizing practices

  • coordinating customer & stakeholders collaboration

    coordinating change requests

    managing customer & stakeholders expectations

    encouraging self-organizing practices

  • overcoming the barrier language

    using translator tools

  • securing senior management support

    propagating more teams

  • understanding customer and stakeholders concerns

    securing customer involvement

  • identifying threatening team members

    removing members from the team

  • tips consider Richard Hackmans 60-30-10 principle

    60% of team effectiveness is related to team design

    30% of team effectiveness is related to team launch

    10% of team effectiveness is related to continuous coaching

  • balancing acts practices that enable self-organization

  • what challenges this newly agile team might face in their journey to self-organziation? what practices could enable

    self-organization? (5)

  • balancing freedom and responsibility

    collective decision making (collective estimation and planning, collective deciding team norms and principles, self-commitment and shared responsibility on team goals)

    self-assignment (boards, ownership)

    self-monitoring (daily meetings, information radiators)

    clear roles responsibilities, boundaries, purpose

  • balancing cross-functionality and specialization

    need for specialization (multiple perspectives)

    encouraging cross-functionality (group programming, seek opportunities to work outside of their area of expertise, shared responsibility, rotation)

  • balancing continuous learning and iteration pressure

    self evaluation (retrospectives, reviews)

    self-improvement (pair in need, learning spikes)

  • tips work on the agile mindset (goal is to learn, learn from

    failures)

    a team assessment could help to identify teams strengths and weaknesses

    a team launch to define purpose, norms, agreements and values will help team to set their direction

    using OKRs could help to define their measurable goals in alignment with the organization goals

  • factors influencing self-organization

  • which do you think are the factors in the environment a team is operating that can influence the success

    of a self-organized agile team? (5)

  • mangement support organizational collaborationculture that embrace feedback,

    transparency, openness, trust, synergy, partnership, interaction. such values are deemed important to achieve and sustain responsible autonomy

    negotiating contracts

    financial sponsorship

    team stability, hiring-removing members based on their fit into an agile culture

    understand the benefits of being agile for business drivers and trigger required changes

  • customer & stakeholders collaboration

    gathering and clarifying and prioritizing requirements

    securing feedback

    changing mindset

    demos and e-collaboration

  • tips

    understand your culture and tweak it to make it work in an agile environment

    train management, customer, stakeholders on agile methods and the benefits of being agile

    pilot ensuring their support and involvement

  • inspiration Hoda, R., Noble, J., Marshall, S.Self-Organizing Roles on Agile Software Development

    Teams.IEEE Transactions on Software Engineering (TSE), Vol. 39, Issue 3, Pages 422-444,2013 (pdf)

    Hoda, R.,Noble, J., Marshall, S.Supporting Self-organizing Agile Teams Whats Senior Management Got to Do with It?. In A. Silitti, O. Hazzan, E. Bache, & X. Albaladejo (Eds.),Agile Processes in Software Engineering and Extreme Programming(Vol. 77, pp. 73-87). SPRINGER-VERLAG BERLIN, 2011

    Hoda, R.Self-Organizing Agile Teams: A Grounded Theory.PhD Thesis,Victoria University of Wellington, New Zealand, 2011 [PDF]

    Agile Undercover: When Customer Dont Collaborate. Agile Professionals Network (APN), Auckland, August 2013 [Slides]

    High Performance Team Coaching, Peters & Carr (book)

    Objectives and Key Results (refer to Learnathon folder)

  • thank you