Updated deck for Agile 2016 proposal; original deck is maintained for talking points.

1. Understanding How Collaboration Improves
Productivity
Paul Boos

2. Agenda
• Learn & execute the Power of 13 Collaboration Game through
several 'scenarios’
• Compare and debrief the results
• Discuss and post the highlights of learning
• Compare the experience to various models used to describe
team dynamics and communication
• What can you do to improve collaboration?
• Discuss how participants will use the game
• Describe possible extensions and how this game has been
used by the facilitator/co-facilitators

3. Collaboration:
Power of 13
Simulation
This game was created at Agile Games 2014 by –
Jamie Gaull
Robert Smith
Peter Barzdines
Bobby Zhakov
Paul Boos

4. Power of 13
Goal:
Work off the the number of cards equal to the number of developers
within your iteration’s length
Mechanics:
• We need a ‘Scrum Master’ and ‘Product Owner’ – everyone else is a
development team member
• Each card is worked off whenever a 13 is rolled on 3 dice (~10%
chance per roll)
• The product owner will count off the number of cards completed
using a pen and paper
• The scrum master will use a suit of cards to count down your
iteration of 13 work days (3 week Sprints, the other two days are
sprint review, retro, and planning = 15 days)
• We will mark down what day you meet your goal and the total # of
cards worked off
• Everyone but the Product Owner gets 3 dice to roll

5. Power of 13 :: Round 1
This round will simulate developers working alone in
their silos/cubes on assigned work
• Each developer is responsible for completing a
card from the backlog
• Each developer rolls the dice once per day; the
scrum master keeps track of the 13 work days
using the suit of cards he or she has
• If a dice roll has a sum total of exactly ‘13’, they
state “my card is DONE.” The product owner turns
marks it down. The developer stops work and pats
himself on the back.
• Record cards completed as each person says they
are ‘DONE’; also record what day the required # of
stories was completed.

6. Power of 13 :: Round 2
This round will simulate pulling additional work after you
complete work
• The team is still responsible for completing at least the
number of cards from the backlog equal to the number of
developers
• Each developer rolls the dice once per day; the scrum
master keeps track of the 13 work days using the suit of
cards he or she has
• If a dice roll has a sum total of exactly ‘13’, they state “my
card is DONE.” The product owner marks this down. The
developer pats himself on the back; however he or she
may now continue to roll on subsequent days and declare
another card done for each ‘13’ they roll.
• Record cards that were completed and what day the
required # of stories was completed.

7. Power of 13 :: Round 3
• This round simulates collaborative pairing to complete
work
• The team is still responsible for completing at least the
number of cards from the backlog equal to the number
of developers
• Each developer rolls the dice once per day; the scrum
master keeps track of the 13 work days using the suit
of cards he or she has
• Once each developer has rolled, they work together in
pairs (or triads for an odd numbered group) pooling
their dice to pull as many sums of exactly ‘13’ on 3
dice as possible; each ’13’ identified equals a card
completed. The Product Owner marks this down.
• Record cards that were completed and what day the
required # of stories was completed.

8. Power of 13 :: Round 4
• This round simulates collaborative swarming to
complete work
• The team is still responsible for completing at least the
number of cards from the backlog equal to the number
of developers
• Each developer rolls the dice once per day; the scrum
master keeps track of the 13 work days using the suit of
cards he or she has
• Once each developer has rolled and placed the dice
into a common pool, the team works together to pull as
many sums of exactly ‘13’ on 3 dice as possible; each
’13’ identified equals a card worked. The Product Owner
marks this down.
• Record cards that were completed and what day the
required # of stories was completed.

9. Collaboration:
Power of 13
Simulation
Debrief
For the next 3 minutes, write down observations you
had from playing the game.
Write one item per sticky.
Then over the next 5 minutes discuss at your table to
find the common learning points or observations people
feel were seen. We’ll share these.
Part 1

10. Collaboration:
Power of 13
Simulation
Debrief
What did you notice happening?
What did the dice/rolls represent?
How did the effectiveness change in each round?
How does or does not this correlate
with how real work happens?
How did the coordination
in the last round feel?
What did allowing a person
to continue work simulate?
Part 2

11. Let’s Look at Some Models Important
to Understanding
Group Dynamics
Remember: All models are wrong
and some are useful!

12. Group Communications Patterns
Linear
Hub
&
Spoke
Network

13. Network Pattern =
Self-Organizing Team
Communications Paths = N(N-1)/2

14. Communication Limits
Based on -
log(N) = 0.093 + 3.389 log(CR) (1) (r2=0.764, t34=10.35, p<0.001)
The upper limit of how many people that can regularly communicate
and maintain stable relationships.
150
Based on –
Tribal Reciprocity; the limit on the number of people that will give
with an expectation they will receive in kind.
50
Based on –
Short term memory limit for bits of information used in judgement.
This limits the number of people with which we can have deep
communication.
5
Evolutionary
Psychology
Cultural
Anthropology
Cognitive
Psychology

15. Team Performance Predictors
ENERGY
“…when someone announces a new discovery in the same group,
excitement and energy skyrocket as all the members start talking to one
another at once.”
ENGAGEMENT
“all members of a team have relatively equal and reasonably high energy
with all other members, engagement is extremely strong.”
EXPLORATION
“…seek more outside connections…”
Based on Sociometric Research by Dr Alex (Sandy) Pentland

16. Communications Patterns Predict
Successful Teams
Successful Teams:
1. Everyone on the team talks and listens in roughly equal measure,
keeping contributions short and sweet.
2. Members face one another, and their conversations and gestures are
energetic.
3. Members connect directly with one another—not just with the team
leader.
4. Members carry on back-channel or side conversations within the team.
5. Members periodically break, go exploring outside the team, and bring
information back.
Based on Sociometric Research by Dr Alex (Sandy) Pentland

17. Sociometric Measurement of Team
Communications
Based on Sociometric Research by Dr Alex (Sandy) Pentland

18. The Johari Window
Known to Self Unknown to Self
KnowntoOthersUnknowntoOthers
OPEN
AREA
BLIND
AREA
HIDDEN
AREA
UNKNOWN
AREA

19. The Johari Window
Known to Self Unknown to Self
KnowntoOthersUnknowntoOthers
FEEDBACK
DISCLOSURE
SHARED
DISCOVERY
OPEN
AREA
BLIND
AREA
HIDDEN
AREA
UNKNOWN
AREA

20. The Johari Window
Known to Self Unknown to Self
KnowntoOthersUnknowntoOthers
TELL
ASK
FEEDBACK
DISCLOSURE
SHARED
DISCOVERY
OPEN
AREA
BLIND
AREA
HIDDEN
AREA
UNKNOWN
AREA

21. The Johari Window
Known to Self Unknown to Self
KnowntoOthersUnknowntoOthers
TELL
ASK
FEEDBACK
DISCLOSURE
SHARED
DISCOVERY
OPEN
AREA
BLIND
AREA
HIDDEN
AREA
UNKNOWN
AREA
Anyone have a 4?
I have
a 4!

22. Information Transfer Occurs Both
Explicitly and Tacitly
Tacit transfer builds trust
Explicit transfer creates artifacts
Focusing = (Heads-Down) Work Alone
Collaboration = f( [WorkF])
Learning = Building Knowledge with Explicit Thinking
Socializing = Building Trust + Building Knowledge  Innovation
Σ
n
1
Nonaka Model

23. More Data
“82% of white collar workers feel they need to
partner with others throughout the workday to
get work done”
Knowledge Work = Social Activity
Study from Steelcase on Future Workspaces

24. Tuckman Stages of Group
Development
FocusonWork
Relationship/Trust
Forming
Storming
Norming
Performing

25. Tuckman Stages of Group
Development
FocusonWork
Relationship/Trust
Forming
Storming
Norming
Performing
First day or
two…

26. Tuckman Stages of Group
Development
FocusonWork
Relationship/Trust
Forming
Storming
Norming
Performing
Days 2-3 to 5-
7…

27. Tuckman Stages of Group
Development
FocusonWork
Relationship/Trust
Forming
Storming
Norming
Performing
Days 5-7 to 8-
9…

28. Tuckman Stages of Group
Development
FocusonWork
Relationship/Trust
Forming
Storming
Norming
Performing
Days 8-9
on…

29. As a Team Forms, Only Explicit Info
Is Known

30. Next is Storming; People Still
Share Explicitly

31. On to Norming! Now Things Begin
to Get Cooking

32. Performing; People Share Informally
and Comfortably Frequently
“Osmotic Communication!”
- Alistair Cockburn

33. Collaboration – What Helps &
Hinders
• At your table, create a list of items that
promote collaboration.
– What forces are at play that help people to want
to collaborate?
• Create a list of items that impede
collaboration.
– What forces are at work that hinder people from
wanting to collaborate?
• Assign a weight to each item from 1-5
• Timebox of 3 min
• Elect a spokesperson; they will get 1 min to
brief out the most significant findings.

34. Promotes Impedes
Collaboration – Forcefield Analysis

35. The Importance of
Teaming Agreements
• Create mutual expectations
• How we make decisions
• Keep commitments
• Have fun
As we fulfill these, we create trust while also
moving towards our end goal.

36. Thanks - Keep in Touch
Paul Boos
IT Executive Coach
703-307-4322
paul.boos@excella.com
@paul_boos