nurturing self-organizing teams
DESCRIPTION
Nurturing Self-Organizing Teams. Dr Rashina Hoda Leader, SEPTA Research The University of Auckland New Zealand. Who Is Rashina Hoda. Researcher, Lecturer, Consultant, Author, and Wannabe-Supermom twitter: @ agileRashina website: www.rashina.com email: [email protected]. On the Topic…. - PowerPoint PPT PresentationTRANSCRIPT
![Page 1: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/1.jpg)
Nurturing Self-Organizing Teams
Dr Rashina HodaLeader, SEPTA Research
The University of AucklandNew Zealand
![Page 2: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/2.jpg)
Who Is Rashina Hoda
Researcher, Lecturer, Consultant, Author, and Wannabe-Supermom
twitter: @agileRashinawebsite: www.rashina.comemail: [email protected]
![Page 3: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/3.jpg)
On the Topic…
Hot off the PressIEEE Software article “Power to the People”, March 2013
Not so long agoXP2011, “Supporting Self-organizing Agile Teams”,
Madrid, 2011
Ah, and that tooPhD Thesis, “Self-Organizing Agile Software
Development Teams: A Grounded Theory”, 2011
![Page 4: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/4.jpg)
Power to the People
![Page 5: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/5.jpg)
What’s Going On?Inability of managers to adapt their style to the new age
Desire of people to take matter in their own hands
Fundamentally,A widening gap between the two.People no longer live – or want to live – under command and control.
New age ‘management’ styleAdaptive, supportive, and collaborative leadership
Empowerment and Self-organization are here to stay
![Page 6: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/6.jpg)
THE SELF-ORGANIZING CONNECTIONAgile Teams and …
![Page 7: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/7.jpg)
SELF-ORGANIZING TEAMSBrand new from ages ago
Humble beginningsStudy of English coal miners, 1950s
Self-Managing groups: 10-15 cross-trained people, autonomous, learning systems, assuming responsibilities of former supervisors
Complex adaptationsComplex Adaptive Systems,1990s
Characteristics of Self-Organizing Teams: informal structure, strong sense of shared purpose, decide own affairs
![Page 8: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/8.jpg)
The Research• Industry-based, original PhD research, 2006-2011• 58 Agile Practitioners from 23 Organizations• New Zealand, India, North America• Rounded perspective
• Agile practices: Scrum + XP• Team size: 4 to 15 members• Project duration: 1 to 48 months• Organizational sizes: 10 to 300,000 employees
• Semi-structured interviews and observations• Iterative rounds of data collection and analysis• Finding common concepts, patterns in data
• Becoming self-organizing the biggest concern
![Page 9: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/9.jpg)
Participants
New Zealand44%
India39%
North
America
17%
GeographicDistribution
30%
30%
26%
9%
4%Org. Sizes
XS (<50)S (<500)M (<5000)L (<50,000)XL (>100,000)
![Page 10: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/10.jpg)
Participants
31%
36%
14%
5%
5%5%
3%
Organizational TitlesDeveloperAgile CoachSenior ManagementCustomerTesterBAOthers
![Page 11: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/11.jpg)
Implications for Software Engineering
The Theory of Self-Organizing Agile Teams *
“explains how Agile teams take on informal, implicit, transient, and spontaneous roles and perform balanced practices while facing critical environmental factors.”
Main Findings
• Self-Organizing Roles• Self-Organizing Practices• Critical Factors influencing self-organizing teams
– Senior Management Support– Customer Involvement
*Rashina Hoda, Self-Organizing Agile Teams: A Grounded Theory, PhD Thesis, 2011
![Page 12: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/12.jpg)
WHAT’S SENIOR MANAGEMENT GOT TO DO WITH IT?
No, but really…
![Page 13: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/13.jpg)
Management Influence on SO Teams
Organizational Culture
“Resource” Management
Contracts
Customer Involvement
ManagementSelf-OrganizingTeams
![Page 14: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/14.jpg)
Organizational Culture
“a standard set of basic suppositions invented, discovered or developed by the group when learning to
face problems of external adaptation and internal integration*”
OR
“The way we do things around here.”
What organization cultural traits are desired?*Schein, E. H. Organizational Culture and Leadership, 1st edition ed.
Jossey-Bass Publishers, San Franciso, 1985.
![Page 15: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/15.jpg)
Building a Culture of Trust
Informal Structure
Openness
Free flow ofcommunication
Environmentof Trust
Calling all CTOs : Chief-Trusting-Officer
![Page 16: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/16.jpg)
Building a Culture of Trust
“don't expect that you're going to be in any other traditional hierarchical company...no matter if its 4 years or three years [of experience], they [team] can walk up to [CEO's name] and say `this what you did, is [rubbish]' (laughs) and [CEO] will say `Oh, okay fine, let's discuss what happened'. So people have that freedom to voice their opinion very clearly. At the same time people will [give] feedback to you.”
- Senior Manager, India
![Page 17: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/17.jpg)
“Resource” Management
What are the benefits of a dedicated team?
Why split people across projects?
Human-Resource [HR] : an oxymoron
![Page 18: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/18.jpg)
People Dedicated to Projects
“What I think affected our project...[the developer] was working on another project, he didn't have enough time…space to chat with anybody, to discuss ideas…to work with anybody…that really impacted a lot of the work he did in the last few months ... When you're working in a team like this [Agile team] and you've got to work quite closely, the individuals in the team matter.”
- Product Owner, New Zealand
![Page 19: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/19.jpg)
Contracts Fixed contracts do not help embrace change
Who sets fixed contracts?
Who needs to absorb change?
![Page 20: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/20.jpg)
Agile Contracts
Encouraging flexible contracts
Offering optionsbuy per iteration, swap features, exit
Adding a buffer to absorb change
![Page 21: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/21.jpg)
Encouraging Participation
Software teams usually find it “demotivating to be given ridiculous deadlines” by managers who
“don’t actually have a clue about the technical challenges associated with them” (Developer, NZ)
Invite teams to provide estimates…when negotiating contracts.
![Page 22: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/22.jpg)
Customer Involvement
Who sells Agile to customers?
Do customers realize their role?
Who suffers the consequences?
On-board, off-guard
![Page 23: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/23.jpg)
Customer Involvement“The client reads [Scrum books] and what they see is client can make changes all the time and they think wow that sounds great! … They don't understand the counter-balancing discipline [customer involvement] ... Customer involvement is poor."
- Scrum Trainer, India
“Two of the [internal customers] responded lots and were very...complaining, and at the end of the project their business units loved it and the business unit that didn't give much feedback - when it went to a user - started complaining. And it's like well, if we didn't get any critique it's not really our fault!”
- Developer, New Zealand
![Page 24: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/24.jpg)
Customer Involvement
Selling the Full Story“In the sales room, even the way we
work is Agile. We have two groups, one for marketing, one for sales. We have stages for each teams - we use kind of
post-its and put them up. So even our sales is Agile.”
- Sales Manager, India
Offer Product Owner Training
![Page 25: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/25.jpg)
IN THE SOFTWARE ENGINEERING WORLD
Back to conflicts…
![Page 26: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/26.jpg)
The New Global Village
• Unprecedented access to information
• Unprecedented access to influence
• Anyone. Anywhere. Anytime.
![Page 27: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/27.jpg)
The Same Old Office
![Page 28: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/28.jpg)
Time for an IT Revolution?WOAH!
![Page 29: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/29.jpg)
Lessons for Bosses
Employ the hands-free, watchful-eyes management approach
Teams are resourcesSell customers Agile
Expect Trust your teams to perform their best.Teams are resources humans. Treat them so.Sell customers Agile the full story.
Expect your teams to perform their best.
![Page 30: Nurturing Self-Organizing Teams](https://reader036.vdocuments.net/reader036/viewer/2022062319/56814326550346895daf92e3/html5/thumbnails/30.jpg)
Your Pick
Adored by millions Awesome shoe-dodger