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Moving Towards Self-Managing in Titansoft

Global Scrum Gathering 2017

Title: Moving Toward Self-Managing in Titansoft - Experience Sharing
Speaker: Yves Lin & Stanly Lau
Track: Technical Track
Session Type: Business Agility [Advanced]
Summary: How Titansoft increases flexibility by increasing self-managing.

Learning Objectives:
1. How we introduce LeSS
2. How structure impacts culture
3. Ideas to deal with challenges of moving toward self-managing teams
4. Inspirations to deepen facilitation and coaching
5. Why change does not happen overnight and has to happen all the time

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Moving Towards Self-Managing in Titansoft

  1. 1. Moving Towards Self-Managing in Titansoft How we increase flexibility through self-managing By Yves Lin & Stanly Lau
  2. 2. Key Questions Why Self-Managing for Product Development? Challenges for Getting to Self-Managing in Titansoft Starting Tips
  3. 3. Product Incidents Trend 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Monthly Average Incidents Reduced by 40%, incidents are mostly from old projects
  4. 4. 2014 Organization Chart Matrix Structure 2 Bosses General Manager PMO Project Mgr. Project Mgr. … Front End Dev. Front End Front End … Back End Dev. Back End Back End … QA QA QA … Creative IT HR
  5. 5. http://undergroundfitnessaz.com
  6. 6. Authority Matrix by Richard Hackman “Team members only have authority for task execution while managers monitor and manage work processes, design the context and set the direction." - Richard Hackman on manager-led teams Team leads
  7. 7. 2014 Organization Chart Pilot team Prime +
  8. 8. 2014 Prime Team
  9. 9. 2014 Product Backlog Refinement Workshop
  10. 10. 2014 After 3 months adoption Revealing moment: The Ugly Truth
  11. 11. 2014 Should we continue? • No internal ScrumMaster affects sustainability • First internal hiring Maryanto as full-time ScrumMaster
  12. 12. General Manager Product Dev. 1 End to End Team Product Developer Product Developer … End to End Team Product Developer Product Developer … Product Dev 2 End to End Team Product Developer Product Developer … Creative Product Dev… IT HR Elite Team 2015 Organization Chart Product Oriented Departments Atom Prime Raiders Rum
  13. 13. 2015-2016 Multi-Team Product Backlog Refinement
  14. 14. 2015-2016 Product Backlog Items Sizing
  15. 15. 2015-2016 Challenges on Team Growth 1. Lack of technical skills on software maintainability 2. More teams now but only one full-time ScrumMaster 3. Some team members feel ScrumMaster does not help 4. More harmony than conflict in teams 5. Sustaining Community of Practice (intended to increase functional skill)
  16. 16. Authority Matrix by Richard Hackman "The team is responsible for executing the tasks and monitoring and managing process and progress." - Richard Hackman on self-managing teams Scrum Team
  17. 17. Personal Development Exposure Facilitation workshops by Larry Philbrook • Focused conversation • Consensus decision making Coaching • Co-active Model • Satir Coaching Model • Satir Growth Model Others • Problem Solving Leadership by Jerry Weinberg and Esther Derby • Outward Mindset • Mindfulness Training • Mentoring Courses
  18. 18. Team Membership • Long-lived teams ~ 1 year or more • Company hire senior candidate for a few days to work with teams • Recruitment committee • Self-promotion programme
  19. 19. General Manager Product Dept Product Owner Business Analyst Development Dept End to End Team Product Developer Product Developer … IT HR 2017 Organization Chart Separate Discovery and Delivery
  20. 20. Challenges we are facing now: Senior people does not find their value in team • Their inputs are not accepted (Command and control does not work) • They want to do solo (less dragging) • Don’t want to coach others
  21. 21. • Outside team communication • Decision Making • Technical skills on software maintainability Challenges we are facing now: Towards self-managing teams
  22. 22. • Greater flexibility in decision making • Sustainability on product delivery • Transparency of thoughts and ideas Impact from Self-Management
  23. 23. ”Team members are taking charge what they want in the team, it used to be following what the team lead wants.” - Maryanto, then assistant manager, then ScrumMaster, then Area Product Owner “I used to follow a basic development style, fixed work timing and applying new ideas were limited. Self-management brings new choices to how I want to work and to be more effective both personally and with the team.” - Antony, team member Some words from people
  24. 24. Jing, then team member, now Area Product Owner
  25. 25. • Start with your circle of influence • Join facilitation courses or meetups (IAF.SG, ICA) • Read “Coaching the Team at Work” by David Clutterbuck Starting Tips
  26. 26. 5 Orders of Minds by Robert Kegan
  27. 27. Special thanks to:

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