Mais conteúdo relacionado Semelhante a Agile Team Dynamics by Bhavin Chandulal Javia (20) Mais de Xebia IT Architects (20) Agile Team Dynamics by Bhavin Chandulal Javia1. Agile Team Dynamics BhavinJavia ThoughtWorks, B’lore bhavin@thoughtworks.com © ThoughtWorks 2010 18th July 2010 2. Agenda How teams become “Agile” ? Factors affecting Agile teams Evolution of Team Dynamics Q & A © ThoughtWorks 2010 2 5. Manifesto of Agile Software Development © ThoughtWorks 2010 5 Individuals and Interactions over Processes and Tools Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan “ while there is value in the items on the right, we value the items to the left more ” 7. People Most important factor Skills Collective responsibility Self organizing team Relationships Aspirations © ThoughtWorks 2010 7 8. Customers Partners Sponsors of innovation Sponsors of growth Relationship affects team morale Part of the team © ThoughtWorks 2010 8 10. Time zones 24x7 work culture Affects collaboration Cultural issues © ThoughtWorks 2010 10 11. Tools Right tool for the job Tools forced top down fail on the ground Let the team choose Shared toolset © ThoughtWorks 2010 11 12. Environment Open work environment No artificial barriers Freedom of expression Encourage innovation Encourage “fail fast” Positive energy © ThoughtWorks 2010 12 14. Agile Team Dynamics ? Challenges faced by the team Practices and Processes evolved to solve challenges Just “ the way an agile team works ” Forming Storming Norming Tuckman’s Group Development Model Performing Adjourning © ThoughtWorks 2010 14 15. Freelancer One man army Collaborates only with customer Independent decisions Single point of failure © ThoughtWorks 2010 15 17. A Dev Pair Must be multi talented and multi functional Team building starts Easy collaboration with Customer Introduction of Agile practices starts e.g. Pair Programming Decisions get discussed/challenged Sense of collective responsibility Scaling issues begin to surface © ThoughtWorks 2010 17 20. Small Collocated Team Collective ownership and responsibility Direct collaboration with customer Distribution of workload No communication overheads Immediate and direct feedback Overlap of roles © ThoughtWorks 2010 20 22. Small Distributed Team Team Structure 1 Dev pair (onsite) 1 BA (onsite) 1 Dev pair (offshore) 1 QA (offshore) © ThoughtWorks 2010 22 23. Small Distributed Team Onsite team collaborates directly with Customer Offshore team collaborates indirectly with Customer Work gets done 24x7 Collaboration challenges surface Division of responsibilities Lack of context begins to hurt Communication overheads due to distance/time differences Feedback cycles become larger Cultural issues surface © ThoughtWorks 2010 23 26. Large Collocated Team Higher capacity to deliver Collaboration with Customer gets indirect Collective ownership begins to hurt Difficult to roll out technical and process changes Need for Managers become apparent Need for Tracking tools felt © ThoughtWorks 2010 26 28. Large Distributed Team Team Structure 2 Dev pairs (onsite) 1 BA (onsite) 1 PM (onsite) 6 Dev pairs (offshore) 2 BAs (offshore) 2 QAs (offshore) 1 IM (offshore) © ThoughtWorks 2010 28 29. Large Distributed Team Collaboration becomes difficult Customer availability and feedback becomes scarce Collective ownership hurts more Scaling challenges peak High expectations from offshore team Customers may not realize all the challenges Localized groups of expertise begin to form Difficult situations turn into ugly Blame Games People become “email addresses” or “voices over phone” © ThoughtWorks 2010 29 31. Q & A © ThoughtWorks 2010 31 Notas do Editor Introduction:Sr Consultant at ThoughtWorks for 6+ yearsFounding member of ASCI, organized various Agile India conferencesWorked on more than 16 Agile ProjectsTenure from 2 weeks to 1 yearTeam sizes 3-60+India and abroadTalk to introduce the evolution of team dynamics in an agile team Nothing can replace face to face collaborationDistances create hurdles for communication, collaboration, relationships, team work Work gets done 24x7Collaboration gets hitCultural issues Availability of the right tool for the job at the right timeTools introduced Top Down fail to address ground realitiesShared toolset does wonders to team productivity Open work environment a mustArtificial barriers negate benefits of collocationFreedom of expression