iit academy: team design 202

TEAM DESIGNHI Per Lean Practice

Industrie IT

Team Design 202IIT Academy


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Steven Ma at Industrie IT.

Please include the links at www.stevenhkma.com and industrieit.com

Attributions

http://www.stevenhkma.com

http://industrieit.com

http://www.stevenhkma.com

http://industrieit.com


Goals - people

• Invest in long term, high performing teams • Create conditions for self-management • Continuously design for muri reduction


Goals - scope

• One backlog • One product owner hierarchy, with clear

definition of ready • Cross-skilled teams with common

definitions of done


Goals - process

• Do what is prudent • Reduce unevenness (mura) • Continuously improve


Guiding Principles

• Long term teams • Adoption curve • Team autonomy maturity • Guiding principles of agile team design • Muri index • Design


Long Term Teams• teams built around the maximisation of

human potential in organisations • effective units of value-add • Invested in long-term with a scrum master

who ‘debugs’ the organisation


TEAM PERFORMANCE

TEA

M T

O P

ERFO

RM

1 2 3 4 5 6 7 8 9 10 11 12 13 TIME

FORM STORM NORM PERFORM• NOT ALL TEAMS ARE EQUAL

• TEAMS REQUIRE TIME TO PERFORM

• TEAMS SHOULD PERIODICALLY INSPECT PERFORMANCE AND FIND WAYS TO IMPROVE

• EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM


TRADITIONAL RESOURCE MANAGEMENT

TEA

M T

O P

ERFO

RM

PROJECT 1 PROJECT 2 PROJECT 3

• HAVE DIFFERENT PEOPLE

• RE-LEARN TEAM NORMS

• STARTS WITH ZERO PERFORMANCEBEHAVIOUR

• PERFORMS BASED ON SCOPE CADENCE RATHER AND PERFORMANCE CADENCE, CREATING A “HOCKEY STICK CRUNCH”

CONSTANTLY REFORMING

TEAMS

PROJECT 3

TEAMS ARE NOT ‘RESOURCES’. DESIGN FOR TEAMS, NOT FOR SCOPE


CONSTANTLY RE-REFORMING TEAMS: PORTFOLIO VIEW

WAT

ERFA

LL P

OR

TFO

LIO

PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4

• NOT ALL TEAMS ARE EQUAL

• TEAMS REQUIRE TIME TO PERFORM

• EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM

UNPREDICTABLE PRODUCTIVITY

ACROSSPORTFOLIO


WHY PRESERVE PERFORMANCE?

TEA

M P

ERFO

RM

AN

CE

SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5

HIGH PERFORMANCE

TEAM

MEDIUM PERFORMANCE

TEAM

POOR TEAM

~240% greater


KEEPING TEAMS TOGETHER

TEA

M P

ERFO

RM

AN

CE

SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5

TEAM


FIXED TEAMS, INDIVIDUAL ROTATIONS

TEAM A

TEAM B

TEAM C

TEAM D

JUL

JANFEB

OCT

Rotate individuals occasionally forpersonal and professional growth


Adoption CurveTeams do not perform from the moment they form. Instead, performance is nurtured over time.

Factors for success: • Pre-delivery preparation for the “why” and the

“what”, including the full team for context • Sprint 0 to create base technical capability • Allowing 1-2 sprints for norming and forming • Allowing 8 sprints for a solid velocity measure


origi

nal v

elocit

ych

ange

unce

rtaint

y mak

e-or

-bre

ak

point

peak

enth

usias

m

“the m

omen

tof

clar

ity”

perfo

rming

self-d

iagno

sing

self-o

rgan

ising

sprints @fine scale

velocity xenthusiasm xproductivity

2-6 sprints 8-20 sprints1-2 sprints

chan

gesh

ock

scru

m st

arts

chan

gewe

arine

ss

Short term Agile Adoption


chan

gewe

arine

ss perfo

rming

self-o

rgan

ising

sprints @fine scale


2-6 sprints 8-20 sprints1-2 sprints

chan

gesh

ock

mak

e/bre

ak+

clarit

y Short term Agile Adoption

With Agile Coach


perception of maximum performance

matu

re sc

rum

incre

men

talim

prov

emen

ts

asym

ptot

ically

appr

oach

max

imal

perfo

rman

ce


sprints @long scale

40+ sprints20+ sprints

Long term Agile Adoption


Descaling Organisations

self-tasking

self-managing

self-organising

self-selecting

self-guiding

degree ofautonomytask design

delivery designintra-team design

product contextteam design

org’n.contextorg’n design

scope

business context


perception of maximum performance

re-n

orm

ing

high

perfo

rming

team

cont

inuall

y res

et

perfo

rman

ce

expe

ctatio

ns

sprints @long scale

signifi

cant

try-a

nd-se

e

“pro

ducti

vity h

ackin

g”


40+ sprints20+ sprints

Long term Agile Adoption

With Agile Coach, effective support from management and emergence of a self-organised,

high-performing team

*240% increase in productivity **400% increase


Principles of Team Design• Single overall backlog • Constant Muri reduction • Design along lines of least dependency • Design for feature teams • Aligned sprint schedule • Common standards and team norms • Multi-team continuous integration and continuous delivery • Common Definitions of Done, potentially Definition of Ready • Whole team product sprint review • Onshore-offshore rotation


MuriMuri (無理) is a Japanese word meaning "unreasonableness; impossible; beyond one's power; too difficult; by force; perforce; forcibly; compulsorily; excessiveness; immoderation”


Muri MeasureA lightweight index to make visible the overburden in individuals, teams and scaled groupings.

Constantly addressed by an organisation aiming for self-design.


Department X3.2 (8)

Team A 3 ppl 2.3 (4)

Team J 6 ppl 3.7 (8)

Alex 2

Alice 1

Andrew 4

Joe 8

Jesse 4

Jimmy 5

Jack 1

Jill 2

Jim 2


Common Pitfalls• Product Ownership capacity • Scrum Master capacity • Decomposition along functional lines • Decomposition along architectural lines • Decomposition along vendor lines • Once-off team design • Varying length of sprints • Not designing teams for dev-to-ops quality


Common Pitfalls - ScalingScaled:• Moving people to fit scope • Splitting people between teams • Lack of scrum-of-scrum integration


Thanks!

iit academy: team design 202

Leadership & Management