Mais conteúdo relacionado Semelhante a Agile practices from a standing start (20) Mais de Dave Sharrock (16) Agile practices from a standing start2. what do you look for in a team
forming agile teams as a manager, as an agile team
member and as a customer
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3. forming agile team has different,
often conflicting objectives,
depending on your point of view
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4. “A team effort is a lot of
people doing what I say.”
Michael Winner
British Writer and Film Director
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5. "What we need to do is
learn to work in the
system, by which I mean
that everybody is there
not for individual
competitive profit or
recognition, but for
contribution to the
system as a whole on a
win-win basis."
W. Edward Deming
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6. characteristics of an
agile team
• cross-functional
• 7±2 people
• co-located
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7. how many agile teams meet the
poll scrum characteristics?
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8. the team includes all the skills
cross-functional teams necessary to deliver the end
product (from concept to cash)
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9. every team will have its
specialists working together to
deliver an end product
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10. sometimes you can’t because of:
scaling - too many people
or too big a product
Scrum of
Tea Tea Tea
Scrum of Scrum of
Tea Tea Tea Tea Tea Tea
Scrum of Scrum of
Tea Tea Tea Tea Tea Tea
Scrum of Scrum of Scrum of Scrum of
Tea Tea Tea Tea Tea Tea Tea Tea Tea Tea Tea Tea
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11. sometimes you can’t because of:
scaling - too many people
or too big a product
different technologies,
products, backlogs
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12. sometimes you can’t because of:
scaling - too many people
or too big a product
different technologies,
products, backlogs
limited availability of
specialists, e.g. architect
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13. sometimes you can’t because of:
scaling - too many people
or too big a product
different technologies,
products, backlogs then you need to
1. manage
limited availability of dependencies
specialists, e.g. architect
2. create
knowledge
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14. specialists exist on the team,
but every team member pitches in
to help when necessary
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15. a result of self-organization,
not cross-functionality
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16. The Ringelmann effect refers to
optimum (agile) team a combination of social loafing
size is 7±2 people and coordination losses
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17. the Ringelmann
effect
The more people Ringelmann
added to a group, the greater the
decline in personal effort.
Three people pulled at only 2.5x
the average individual effort, and
eight people pulled at a force
equal to the combined individual
effort of only four people.
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18. social loafing
(and coordination losses)
increase with team size
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19. the perfect size is...
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20. many aspects of distributed
co-located vs. virtual teams are still unclear
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21. global market in labour
means distributed or virtual
teams are here to stay in
many businesses today
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22. many agile practices work just
great with distributed teams
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23. agile practices
support distributed
teams
“Teams in which leaders
periodically gathered information
about others and revealed
information about themselves
performed better than teams in
which members did not do this.”
Suzanne Weisband
Associate Professor
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24. significant risk factors
for virtual teams
• Insufficient knowledge transfer
• Lack of project team cohesion
• Cultural or language differences
• Inadequate technical resources,
i.e. hardware, processing
availability
• Resource inexperience with
company and its processes
• Loss of key resource(s) that
impact the project
• Hidden agendas impact the
project
Project Risk Differences Between
Virtual and Co-Located Teams, Reed & Night
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25. emerging agile
practices from a
standing start
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26. drive collaboration
across the team
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27. drive collaboration
across the team
done means coded and
tested
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28. drive collaboration
across the team
done means coded and
tested
limit WIP (the number of
open stories)
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29. drive collaboration
across the team
done means coded and
tested
limit WIP (the number of
open stories)
build habit of predictable
delivery
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30. drive collaboration
across the team
capture learnings in
definition of done
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31. drive collaboration
across the team
always keep a future-
capture learnings in state DoD on the table
definition of done
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32. drive collaboration
across the team
always keep a future-
capture learnings in state DoD on the table
definition of done use retrospective to
tighten DoD often
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33. drive collaboration
across the team
always keep a future-
capture learnings in state DoD on the table
definition of done use retrospective to
tighten DoD often
automate compliance
with DoD if possible
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34. drive collaboration
across the team
capture learnings in
definition of done
search out champions
and enthusiasts
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35. drive collaboration
across the team
challenge and remind
capture learnings in team of desired state
definition of done
search out champions
and enthusiasts
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36. drive collaboration
across the team
challenge and remind
capture learnings in team of desired state
definition of done watch for signs of
interest across team
search out champions
and enthusiasts
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37. drive collaboration
across the team
challenge and remind
capture learnings in team of desired state
definition of done watch for signs of
interest across team
search out champions give credit for success,
and enthusiasts accept blame for failure
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38. drive collaboration
across the team
capture learnings in
definition of done
search out champions
and enthusiasts
create pilots owned by
the team
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39. automate user interface quick to set up, brutal to
maintain but plants the seeds of
testing through macros benefit very fast
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40. support manual testers once developers are dragged
into manual testing, test
with automation automation appears quickly
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41. implementation of CI get basic CI in place
immediately an automated test
and static code analysis is ready
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42. automate acceptance help developers own step
definitions so that testers can
tests for BDD provide tests prior to coding
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43. refactoring legacy code add to definition of done and
give plenty of visibility to any
touched by new stories and all examples, however small
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44. “Coming together is a beginning.
Keeping together is progress.
Working together is success.”
Henry Ford
thank you
dave.sharrock@agile42.com
skype: dave.sharrock
follow us on: @agile42
follow me on: @davesharrock
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45. Dave Sharrock
enterprise transitions
international
B2B matchmaking MBA
agile
executive leadership
husband start-ups
part-time Canadian
father
seismology scrum
English
email: dave.sharrock@agile42.com
twitter: @davesharrock
skype: dave.sharrock
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