Giving Teams the Roots to Grow and Wings to Fly

Giving Teams the Roots to Grow and Wings to Fly
Guiding new agile teams to become great agile teams

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Building Blocks of
Success


Tuckman (1965)

performing
Focus on task
(productivity)

norming

forming

storming

Relationship

of course, all
our teams
learn like this

well... not quite


Tuckman (1965)

performing
Focus on task
(productivity)

norming
sustaining

forming

storming

Relationship

Tuckman (1965)

performing
Focus on task
(productivity)

norming
sustaining

forming

storming regressing

Relationship

Leadership Challenge
“However most of the high-
performance teams were not
manager-led teams.

They were teams where the
management had deliberately
stepped back, or was
inattentive or for one reason or
another was totally absent, thus
enabling the team to self-
organize.”

Steve Denning


Balance Directive and
Supportive Actions

• There are priorities to learning
so focus on what to learn
• Let the team experience the
need, not just talk about it
• Plan situations, don’t wait for
a need to emerge


+15TEAM Assessment starting the conversation


Where Do You Stand?

I ticked less
than 5 boxes

I ticked 11 or
I ticked 5-10 more boxes
boxes


Form a Team

•Form groups of 5-6
with similar scores
•Discuss your +15TEAM
with rest of your group
•What similarities do
you see?
•How are your teams
different?
•Describe how your
team works

Dimensioning Change

•Rank each dimension
1-5 for your team
•Plot your results on
your team’s chart
•Aggregate the results
and plot spider chart
•Prioritize where your
‘team’ takes action


Laying Foundations

•Identify and group
practices that your
‘team’ already has
•Group remaining
practices into required
and nice-to-have
•Add any additional
‘practices’ your team
might need


Planning Action

•Label required
practices against
dimensions of change
•Each practice may
impact multiple
dimensions


Visualize the Plan

•Prioritize practices in
order of importance to
the team
•Split practices into
groups of 3-5
•Create phases of team
development
•With 3-5 practices in
each phase
•Limit to 2-3 phases

New Agile Teams
• 1-3 sprints
• Shared team commitment
• Emerging XP practices
• Transparent impediments
• Balance between feature
development & technical debt


The Team Crashes?

• Change is painful, requiring
sacriﬁce before the reward
• Pain avoidance, often a result
of no strong direction
• Inside the team:
• New incremental changes
that violate core principles
• Outside the team:
• Management intervention
or misdirection


signs of regression


Core Concepts Underpinning Self-organization

shippable
product
team
commitment

feedback
cycles


Core Concepts Underpinning Self-organization

personal backlog items,
parallel and individual work, us shippable
& them vocabulary
product
partial or locally-optimized
team delivery avoiding
commitment organizational pain-points

feedback
cycles anything that lengthens
feedback loops, or eliminates
them altogether

e.g. No Daily Standup
...because
• I need time to develop
• we already know what everyone
is doing
• its just a status reporting meeting
• tasks take too long - nothing
changes within only one day

Potential indicators of
something more fundamental:
• Lack of information
• Misunderstanding
• Pain avoidance


Sustaining Progress
• Stable progress dependent on
learning new skills - focus on
process/practices, not principles

• Become very good at what they
do, but miss the continual
practice of change

• Still inertia to change - tend to be
dogmatic about rules, not agile

• Typically teams replace one
institutional process with another


Sustaining Teams Quickly Regress to the Mean

replace one deﬁned process with another
dogmatic and selective application of new rules
change practices for comfort rather than results
learn little in way of new skills


Growing Learning
Teams
• Strong product and quality
ownership
• Builds mental muscle for
adapting to change
• Continually practices small
change, challenging status
quo
• Focus on accelerated learning
practices
• Hungry for responsibility


Great Agile Teams are Continually Changing

build out good practices without compromise
incorporates holistic view / guidance
leadership creates environment for success


ct
du
Pro
ble
pa
S hip n w
ga do and
rin urn ts
t b poin ly
elive rin
sp ation ts o done
n
D is a estim . Poin are
ere ly Is
Th t uses d dai n PB
tha date whe
p n ly
is u n dow us
rs bu r uo e
io tin nd th arni
av of on
s c ality a ive L ctiv
e
B eh p i
rint h e to BIs eam g qu e Ac ospe
t
Sp mt P et
fro 6-10 Th rovin ith th e retr
a kes east e into imp ess w ing th
m t at l e siz c
pro le du
r
tea g n it
s
he acklo e sam sprint
T b Cy
c
rs o a s
e out th eek ive at le
th b w del th f
of a ry 1-2 m
tea Is a
t am t wi tio o

+15TEAM framework
kl og ve the 3 PB s e te itmen ty (ra at
ac e Th m i sti m
int, - Ii bil
aB ±2 spr st 2 PB com dicta tted e
ri ng s 7 al,
ha n the at mo il the re mmi
p o
pa eam ctio ring n nt
Pre D u r k s o i me u to c ve
nt t s-fun ry to t of e
me os a
ss int wo one nd rs a
op cr to o
l
eve d is s nec spr
e any e ni
n t the
e
i ve
ed n ll a don ow ugh At m del e pro
Th ple a e ski side n d ll eno , l
o ll th
pe a Ii n ro ke a
m ay s oard tea ppab or u
h r a PB , e b are s 1-2 d taskb hi sed
• The +15TEAM questionnaire wit ve n h, r s
isio r pitc Is a t in 's rele
a
del
i tv
uc evato PB ks tha eted team
l
rod el ents e tas comp n the
a p an ay dc
starts a discussion on agility be ked o
m lu
e is ed as quire ss va yd are
er s
Th res re sine tr ac ver , for a to Sh vely
t of se d p i
exp a lis by b
u eet boar ndu act exa
m m task n) sta
• What does the core Scrum
d og for d
and ritize ack
l
e te
a e
mi ies n
p rio uc
t b ll 1-2 Th und th x 15 ctivit tre
od s to fi e
pr BI ro t (ma y's a
a r
framework look like
th da
is a P eet sho the t
e n M.
ere nough all m y lan im
Th e t d p ed the S
h ha ea p
wit ints, t of R n im by kly SM
• Allows change in team s pr ition
De
fi n m
t
ee .
PO PBI tima m
s tes Th kl
c
is a wned e quic or the
ere og o s ar am
ent e te
and oom m es o the ba edim by th
behaviors to be tracked e te
m gr
a o
t
Th ularly in th mmit
a
e te ting
t p ed
Im olv
res
e o
• Brings clarity to what is
reg ryon ore c
e
Ev s b e
f has O
ne
P BI f Do the P of a
n o en sists
expected of team eD
e
itio twe
fin d be d con ints
ee
Th n agr am, to 10
an po
e
be the of te up
and cklist
che


t
e
dg
wle v
k no t-dri
a list e tes test
eci nc al
Sp epta anu ting
cc ed m tes P
A it ed of
Lim omat ities io
t n t
Au mu efini i
om ed D ver
C r
a nd
Sh ble a tting
e Sta ss-cu m w
cal learning

ms
,
a
.S Cro ire te
P 4 e, shareities

Tea
t
E En
STowledg capabil nes
s
usi le m

gile
n and
w k exp B b
i
gro Vis arm
w s

A SM S n
es Ow

ing
enc ment
ri n
xpe o e
e e nvir eas

ow
yon ns e s rel
er ow ide

Gr
Ev m
gu
Tea city t
elo deb ices
V cal ract
hni p ng
tec ing ti
c es ineer ry tes

+15FLIGHTPLAN
edu eng Sto
ue R w ed od
Val lue Gro omat sto
der y
mi ze m va A ut n
e u riorit
axir maximu alu
s v e in p
3. M elive sin
es on
EP ize to d Bu ries d
ST rgan t
gile o
o Sto er
ord a
• The +15FLIGHTPLAN guides 0S
t ori
6-1 r 90 ne
es
% smo
enh
es ove s do
team development a k ty
m t bili
Tea dicta eview
ed
a
shi
p

• Framework is created and Pre ries r
Sto
w
e o iden
ner tified m
od t
e d c l deb xed tions e
har nica ely fi t ac Don
owned by the team in
S h
tiv
Tec s ac vem tion o
g pro fini
en f
a Bu im
.G
• Captures aspirational goals of S pT e
P 2 ence all settli
E ri
o rk
ng 1-3 ease
R el
De

n
ack
t b g Cyc
log e
l
x s and w arning ime rnin ne
newly formed agile teams E es n le
c
pro ocus o
ped ea
Im ive L of D eady e
t n
o
l
p le, , f Ac nitio of R ppab ents
• Allows progress to be tracked peo in efi ition shi rem
D ui
fin lly
and
ms De entia d req
Tea ten t n
nal of
• e.g. every release cycle tio d
unc oome to ta le
sks
Po on a
Vis
i
an ce r
s s-f gr
Cro klog roken is vi
i n sib
guid le jou
• Reassess current state of team ac es b city
B ri
pa s
fe ring ’s agi
, of team
Sto m ca nd-up n
ea sta ndow torie
s hee
(spider chart) before reviewing T ly r S nt
old rks
wo
caff es of a
i
Da int bu open me ts
r
Sp y 2-3 Agre sprin
e
s ms
Tea
as a phas
ize nd l
On rking r 1-2
ganwork a fo gile
r
. O res,
o
W ries
ts t i ng
A
e ac feren
Sto
P 1 structule ow
E
ST he p g Gr

Further Reading
• Slideshare: http://www.slideshare.net/davesharrock

• Materials for Giving Teams Roots to Grow...

http://www.slideshare.net/davesharrock/growing-agile-teams-poster

http://www.slideshare.net/davesharrock/growing-agile-team-behaviors

• How to Form Agile Teams:

http://www.slideshare.net/davesharrock/how-to-form-agile-teams

• Lasting Agile Change:

http://www.slideshare.net/davesharrock/creating-lasting-agile-change

• Leading at a Higher Level: Blanchard on Leadership and Creating High
Performing Organizations by Ken Blanchard


compliance international B2B MBA English IPO
agile husband start-up technology
newly-minted Canadian
executive leanstartup outsourcing father
enterprise transitions
B2C data analysis kanban seismology PhD

scrum
organizational excellence

Dave Sharrock
dave.sharrock@agile42.com
twitter: @davesharrock
skype: dave.sharrock


thank you

dave.sharrock@agile42.com
skype: dave.sharrock
follow us on: @agile42
follow me on: @davesharrock

Giving Teams the Roots to Grow and Wings to Fly

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