dream teams - making your dream (team) come true
TRANSCRIPT
Dream Teams: Making Your Dream (Team) Come True
Ron Lichty | Ron Lichty Consulting [email protected] | www.ronlichty.com
Ron Lichty,� Managing Software People & Teams
SOFTWEST
[email protected] 2(c) Ron Lichty: Teamwork: Making Your Dream Team Come True
Coauthor, Study of Product Team Performance
http://www.ronlichty.com/study.html
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Addison Wesley: http://www.ManagingTheUnmanageable.net
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Rules of Thumb / Nuggets of Wisdom*
* 300 in the book / more at http://managingtheunmanageable.net/morerulesofthumb.html
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Rules of Thumb / Nuggets of Wisdom*• Measure twice, cut once.• Life is simpler when you plow around the
stump.• Brooks’s Law: Adding manpower to a late
software project makes it later. --Fred Brooks • I don’t care how good a team is today; if they
aren’t better a year from now, they’re not agile. --Mike Cohn
* 300 in the book / more: http://managingtheunmanageable.net/morerulesofthumb.html(c) Ron Lichty: Teamwork: Making Your Dream Team Come True [email protected]
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 [email protected]
Teams
By Pictofigo (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commonsense, �This file 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:Pictofigo-Scrum.png
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• Think about…The best team you’ve been on?�
The most high performance team?
Brainstorm: What were the…• characteristics• relationships• qualities• ways of being
. . . that made it stand out?
Teams
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“It isn’t teamwork that is difficult.
“It’s initiating teamwork in a world of business that is antagonistic toward teamwork [that is difficult].”
--Christopher Avery, Teamwork Is an Individual Skill
Teams
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Agile
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Agile Practices
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Agile Practices Deliver Value
(c) Ron Lichty: Teamwork: Making Your Dream Team Come True 13By 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
Agile Practices Deliver Value• Plan Daily• Plan Weekly (or biweekly or…)• Plan Publicly & Transparently• Order Work Based on Customer Value• Together define “Done”• Relatively Size Stories• Deliver Frequently• Share how we’re doing• Reflect on how to do better
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Agile Practices Deliver Value
• Standups– Standups matter:– Effective, Daily Standups
--2015 Study of Product Team Performance
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Agile Practices Deliver Value
• Definitions of Done– Definitions of Done matter:– Created within the team
--2016 Study of Product Team Performance
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Agile Practices Deliver Value
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Voting Machines Deliver Value, too
18(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueBy Seattle Municipal Archives from Seattle, WA (Voting machine, 1971) �[CC BY 2.0 (http://creativecommons.org/licenses/by/2.0)], via Wikimedia Commons
Voting Machines Deliver Value, too
• But voting machines don’t make us a democracy
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Voting Machines Deliver Value, too
• But voting machines don’t make us a democracy
• Democracy emanates from– Values– Principles
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Similarly…
Agile Practices Don’t Make Us AgileAgile Practices Don’t Deliver Great Teams
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Agile Values Inspire Great Teams
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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 reflects, …tunes, …adjusts -- http://agilemanifesto.org/
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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 reflects, …tunes, …adjusts -- http://agilemanifesto.org/
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Self-Organizing Teams
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Self-Organizing Teams
• For a team to self-organize,...– everyone has to participate– every team member must step up
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Self-Organizing Teams
• If our self-organizing team were an acting troupe, … �
What kind of acting do we do?
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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?
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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 [email protected]
Best Teams
• A relationship? between– Agile Values
• Shared Leadership • Self-Organizing Teams
– Best Team characteristics
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Agile Values ßà Best Teams?
• Build projects around motivated individuals
• Trust… to get the job done • Face-to-face conversation • Self-organizing teams• The team reflects, …tunes, …adjusts -- http://agilemanifesto.org/
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Projects Not Suitable for Agile?
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Projects Not Suitable for Agile?
• Micromanagement
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Projects Not Suitable for Agile?
• Micromanagement disrupts Agile• Micromanagement prevents Best Teams• Micromanagement prevents Learning• Micromanaged teams become order-takers
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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
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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
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• Managers of teams• Project managers• Program managers• Scrum masters• Product managers?• Product owners?
Shared Leadership… and Managers
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• What do all those managers have in common?
Shared Leadership… and Managers
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Agile: “Servant Leaders”
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• Traditionally, managers:– run things– give direction– tell people what to do– like being the center of attention
Shared Leadership… and Managers
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“If you’re the ScrumMaster and everyone is looking at you, you’re doing it wrong.” --Marilson Campos
Shared Leadership… and Managers
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the Agile Manager Squeeze
youyouyouyouherehereherehereareareareare
OrganizationalOrganizationalOrganizationalOrganizationalChangesChangesChangesChanges
My JobMy JobMy JobMy JobChangesChangesChangesChanges
TeamTeamTeamTeamChangesChangesChangesChanges
Peer & PartnerPeer & PartnerPeer & PartnerPeer & PartnerChangesChangesChangesChanges
LeadershipLeadershipLeadershipLeadershipChangesChangesChangesChanges
Welcome to Agile!
--Agile Learning Labs, Laura Powers
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The Problem for People Managers: �
ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp)
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The Problem: �Where Is the Manager?
ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp)[email protected] (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 44
Managers and Agile• Fostering an Agile Culture• Modeling, Defending, Evangelizing Agile
Values• Empowering Self-Organization & Excellence
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Managers and Agile• Fostering an Agile Culture• Modeling, Defending, Evangelizing Agile
Values• Empowering Self-Organization & Excellence• Removing Impediments
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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 [email protected]
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 [email protected]
Creating an Agile Culture• Theory Y: “enabling”, “empowering”, “developmental",
“continuous improvement” -> Servant Leadership
McGregor's X-Y Theory49(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
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 Objectives50(c) Ron Lichty: Teamwork: Making Your Dream Team Come [email protected]
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 [email protected]
Delegation & EmpowermentTrust but verify.
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Delegation & Empowerment
53
Trust but verify.
-RONALDREAGAN
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Delegation & Empowerment
54
Trust but verify.
-RONALDREAGANquo-ngVLADIMIRLENIN
(c) Ron Lichty: Teamwork: Making Your Dream Team Come [email protected]
– 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 [email protected]
Delegation & Empowerment
56
Trust but verify.
-RONALDREAGANquo-ngVLADIMIRLENIN
I inspect what I expect.
-ALANLEFKOF,NetopiaCEO,quo-ngLOUGERSTNER
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Creating an Agile Culture• Establishing Culture
57
http://www.ManagingTheUnmanageable.net
(c) Ron Lichty: Teamwork: Making Your Dream Team Come [email protected]
Managers and Agile• Empowering Self-Organization & Excellence
When teams self-organize there's still plenty for managers to do... a manager’s 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 [email protected]
Managers and Agile• Removing Distractions and Impediments
Be a damper to the noise. --Joe Kleinschmidt, CTOJohn Evans, Winchester, Hants, United Kingdom, www.thetippingpoint.co.uk
59(c) Ron Lichty: Teamwork: Making Your Dream Team Come [email protected]
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 team’s behalf with the rest of the organization.” �--Diana Larsen, co-author, Agile Retrospectives
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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 Wiefling
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Communication
62
You cannot overcommunicate.
-RONLICHTY
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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 [email protected]
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 [email protected]
Ron Lichty Consulting • Mentoring, coaching, training, consulting:
– http://ronlichty.com, [email protected]
• The book: �Managing the Unmanageable: � Rules, Tools & Insights for Managing Software People & Teams– http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb
• The video training: �LiveLessons: Managing Software People and Teams – http://ManagingTheUnmanageable.net/video.html
• The study: �The Study of Product Team Performance – http://ronlichty.com/study.html
• Training:The Agile ManagerManaging Software People and TeamsZero to Agile in Three Days
65(c) Ron Lichty: Teamwork: Making Your Dream Team Come [email protected]
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66
Ron Lichty Consulting • Mentoring, coaching, training, consulting:
– http://ronlichty.com, [email protected]
• The book: �Managing the Unmanageable: � Rules, Tools & Insights for Managing Software People & Teams– http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb
• The video training: �LiveLessons: Managing Software People and Teams – http://ManagingTheUnmanageable.net/video.html
• The study: �The Study of Product Team Performance – http://ronlichty.com/study.html
• Training:The Agile ManagerManaging Software People and TeamsZero to Agile in Three Days
67(c) Ron Lichty: Teamwork: Making Your Dream Team Come [email protected]