tuckman was wrong

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@WeAreCTO2 / @DocOnDev Tuckman was wrong

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Page 1: Tuckman Was Wrong

@WeAreCTO2 / @DocOnDev

Tuckman was

wrong

Page 2: Tuckman Was Wrong

@WeAreCTO2 / @DocOnDev

Doc Norton, CEO

[email protected]

@DocOnDev

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@WeAreCTO2 / @DocOnDev

Stable Teams

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@WeAreCTO2 / @DocOnDev

– Scrum PLoP Stable Teams Pattern

“Keep teams stable and avoid shuffling people around between teams. Stable teams tend to get to know their capacity, which makes it possible for the business to have some predictability.”

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Why Stable Teams?

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Because Tuckman’s

Forming Storming Norming Performing

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@WeAreCTO2 / @DocOnDev

Pe

rfo

rman

ce

Time

Forming Storming Norming Performing

Because Tuckman’s

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@WeAreCTO2 / @DocOnDev

Pe

rfo

rman

ce

Time

Forming

Storming

Norming

PerformingBecause Tuckman’s

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@WeAreCTO2 / @DocOnDev

That’s wrong?What if. . .

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@WeAreCTO2 / @DocOnDev

the problem wasn’t because Tuckman’s?

What if. . .

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@WeAreCTO2 / @DocOnDev

Pe

rfo

rman

ce

Time

Forming

Storming

Norming

Performingbecause Tuckman’s

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@WeAreCTO2 / @DocOnDev

Pe

rfo

rman

ce

Time

Forming

Storming

Norming

Performingbecause Tuckman’s

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@WeAreCTO2 / @DocOnDev

Because Tuckman’sP

erf

orm

ance

Time

Forming

Storming

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@WeAreCTO2 / @DocOnDev

Pe

rfo

rman

ce

Time

Forming

Storming

Norming

PerformingBecause Tuckman’s

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Pe

rfo

rman

ce

Time

Forming

Storming

Norming

Performing

Storming

Storming Storming

Norming

NormingNorming

Because Tuckman’s

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@WeAreCTO2 / @DocOnDev

Pe

rfo

rman

ce

Time

Forming

Storming

Norming

Performing

Storming

Storming Storming

Norming

NormingNorming

Because Tuckman’s

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@WeAreCTO2 / @DocOnDev

Pe

rfo

rman

ce

Time

Forming

Storming

Norming

Performing?

Storming

Storming StormingNormingNorming

Norming

Because Tuckman’s

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@WeAreCTO2 / @DocOnDev

Act

ivit

y O

ccu

rre

nce

Time

Tuckman’s (for real, yo)Forming

Storming

Performing

Norming

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the problem wasn’t because Tuckman’s.

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the problem was because resources?

What if. . .

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because resources

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because resources

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because resources

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because resources

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because resourcesH

ou

rs S

pe

nt

Active Project Count

1 2 3 4 5

3224

168

8

8

8

8

8

816

2432

Active WorkOther TasksContext Switching

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8 H

ou

rs o

f w

ork

co

mp

lete

d in

0

25

50

75

100

Active Project Count

1 2 3 4 5

10 13.320

40

because resources

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because resources

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Task

Tim

e

Allocation

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

because resources

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8 H

ou

rs o

f w

ork

co

mp

lete

d in

0

25

50

75

100

Allocation

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

because resources

One Project

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8 H

ou

rs o

f w

ork

co

mp

lete

d in

0

25

50

75

100

Allocation

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

because resources

Two Projects

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8 H

ou

rs o

f w

ork

co

mp

lete

d in

0

25

50

75

100

Allocation

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

because resources

Three Projects

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8 H

ou

rs o

f w

ork

co

mp

lete

d in

0

25

50

75

100

Allocation

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

because resources

Four Projects

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8 H

ou

rs o

f w

ork

co

mp

lete

d in

0

25

50

75

100

Allocation

10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

because resources

Five Projects

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stable teamsSolved

because resources

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bUT. . .

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and

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“…different areas of code are going to need different skill-sets at different times, and for that reason we need [people] to go and work on those particular areas at different times… None of this is basically static. It’s very fluid. And if you have the ability to reteam, then you are able to go do this sort of thing consistently.”

– Michael Feathers

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@WeAreCTO2 / @DocOnDev

“None of this is basically static. It’s very fluid. And if you have the ability to reteam, then you are able to go do this sort of thing consistently.”

– Michael Feathers

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reteam

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Cabals at Valve

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Spotify

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reteam starters

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#Agile2016 / #CultureACED / @DocOnDev

four factorsl e a d t o b e t t e r t e a m performance & collective satisfaction… AUTONOMY

CONNECTIONEXCELLENCEDIVERSITY

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#Agile2016 / #CultureACED / @DocOnDev

AUTONOMY

CONNECTION

EXCELLENCE

DIVERSITY

four factorsl e a d t o b e t t e r team performance & c o l l e c t i v e satisfaction…

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reteam patterns

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socialization

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Mitosis

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Volunteer Fire Dept.

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trading places

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–Nayan Hajratwala

“Reteaming is inevitable. You might as well get good at it.”

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Only try to realize the truth.

There is no team.

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@WeAreCTO2 / @DocOnDev

Doc Norton, CEO

[email protected]

@DocOnDev

thank you!

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• Stable Teams Pattern - https://sites.google.com/a/scrumplop.org/published-patterns/product-organization-pattern-language/development-team/stable-teams

• Tuckman’s Stages of Group Development - https://en.wikipedia.org/wiki/Tuckman%27s_stages_of_group_development

• Using the Stages of Team Development - http://hrweb.mit.edu/learning-development/learning-topics/teams/articles/stages-development

• Stages of Small-Group Development Revisited - http://www.staff.science.uu.nl/~daeme101/Stages%20of%20Small-Group%20Development%20Revisted.pdf

• Theories and Models of Group Development - https://en.wikipedia.org/wiki/Group_development

• DAU Model of Team Development - http://www.dtic.mil/dtic/tr/fulltext/u2/a493549.pdf

• Dynamic Reteaming: How We Thrive by Rebuilding Teams - https://www.agilealliance.org/wp-content/uploads/2016/07/H.Helfand.Dynamic-Reteaming-How-We-Thrive-by-Rebuilding-Teams.pdf

• Quality Software Management: Systems Thinking by Gerald Weinberg - http://amzn.to/2d7SIZ9

• Valve Handbook - http://assets.sbnation.com/assets/1074301/Valve_Handbook_LowRes.pdf

• Spotify Culture Video - https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/

• Squads / Chapters / Guilds - http://nomad8.com/wp-content/uploads/2014/02/Squads-Chapters-Guilds-in-one-page.graffle.pdf