Standups and High Performance Teams

•Descargar como PPT, PDF•

0 recomendaciones•2,035 vistas

I’ve facilitated teams to hold standups for a decade and a half. But two years ago, it occurred to me to see if there might be a correlation between the holding of standups and the level of performance that teams experience. Thousands of people on product teams all over the world respond to our survey for the Study of Product Team Performance. We asked them. Here's what the data shows. Presented November 2017 to Silicon Valley Agile Trends & Leadership. Speaker: Ron Lichty In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html). The primary focus of his consulting practice, these last five years, has mirrored what he did as a manager: untangling the knots in software development. His career has spanned web applications, system software, entertainment, shrinkwrap products, ecommerce, interface development, embedded devices, professional services and IT - and grew from first level managing to VP Engineering, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VP Engineering and Acting CTO roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations and coaches teams to make their software development “hum.” http://www.ronlichty.com His book was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html).

Standups
&
High Performance Teams
(Lightning Talk)
Ron Lichty
www.ronlichty.com

2
Standups

The Study of Product Team Performance
http://www.ronlichty.com/study.html
4

5
Standups
2015 Study:
How effective are standups in your organization?

6
Standups

7
Standups
Product teams that do not hold standups,
or hold ineffective standups… perform worst.

8
Standups
Product teams with standups that are
effective and regular… perform better.

9
Standups
Product teams with standups that are
effective and daily… perform best.

Study of Product Team Performance
• Standups
– Standups matter
– Standups held daily & effectively matter most
10
more results from the study! http://www.ronlichty.com/study.html

The Study of Product Team Performance
more results from the study! http://www.ronlichty.com/study.html
11

Más contenido relacionado

Más de Ron Lichty

Twelve Take Aways: Managing the Unmanageable. We'll look at 12 best practices that make programming managers great but take most managers years to discover. Expect an interactive session. About 95 percent of programming managers had no management training before being tapped to manage. Ron Lichty and his co-author Mickey W. Mantle, both former programmers, didn't either. About half of managers never get any training in managing. Ron and Mickey were lucky enough to work for companies like Apple and Pixar that provided some general management training. But little to none of it was specific to managing programmers, or to managing programming teams. The struggle to manage programmers and programming teams motivated years of weekend breakfasts for Ron and Mickey, during which they traded insights - on the challenges they faced - and solutions they had used and seen - the kinds of stuff they’d wished they'd had when they started managing. Sharing insights and best practices with each other for a decade led them to realize they wanted to share what they had learned. And that led to spending eight years of free time writing their Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. To their own hard-won experience, they added the best of the treasure troves they'd each collected of rules of thumb and nuggets of wisdom from their peers and programming manager thought leaders around the world. Reviewers have repeatedly compared Managing the Unmanageable to The Mythical Man-Month and Peopleware, the classics on software development challenges. About Ron: Ron Lichty has been managing and, more recently, consulting in managing software development and product organizations for over 25 years at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A | Razorfish, Forensic Logic, Stanford, Check Point, MediaBrands, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms he designed and coded for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams. The primary focus of his consulting practice, these last 5 years, has mirrored what he did as a manager: untangling the knots in software development. His career grew to VP Eng, VP Product and CTO roles. As Ron Lichty Consulting, he takes on fractional Interim VPE roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations and coaches teams to make their software development “hum.” http://www.ronlichty

12 Take Aways - Managing the Unmanageable

12 Take Aways - Managing the Unmanageable

12 Take Aways - Managing the Unmanageable

What differentiates a successful software development culture? What differentiates high performance teams? Almost all of us have been on a high performance team. Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy - than any other team in our careers. What made it so? And what can we do to get it again? Successful software development cultures are ones that are not just performant but that also delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!) it’s not just managers who are responsible for crafting culture - but everyone. Yes, every one of the various kinds of managers engaged with product and project teams have a role in crafting culture and supporting the emergence of high performance teams. But agile, done well, means every one of us engages in crafting it. Ultimately, stellar team experiences derive from us. We need to truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence from whence we’ve come. How can people who are often introverted, highly-logical, independent thinkers not only form teams but make those teams self-organizing and high-performance? What’s the role of leaders in crafting culture that supports emergence of high performance teams? What can we all do to be part of a high performance team once again? How do we make our dream teams come true? Takeaways / Lessons to be learned: ▪ What constitutes and characterizes a dream team? ▪ What’s the connection between agile teams and dream teams? ▪ What differentiates great agile teams from mediocre ones? ▪ What’s the role of managers, product managers, product owners, program managers and scrum masters in fostering dream teams? ▪ What’s the role of team members in fostering dream teams? ▪ Take away what you can do to transform your team to a dream team. Talk delivered to Agile Iowa, Silicon Valley Code Camp, San Mateo Scrum Professionals, Silicon Valley Agile Camp, Eastern Iowa Agile, and Silicon Valley Agile Trends & Leadership Speaker: Ron Lichty In addition to training teams in scrum, taking on interim VP Engineering roles, and advising organizations and coaching teams to make their software development "hum", Ron Lichty mentors managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). His book was recently released as video training, http://www.ManagingTheUnmanageable.net/video.html

Dream teams - making your dream (team) come true

Dream teams - making your dream (team) come true

Dream teams - making your dream (team) come true

His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).

12 Take Aways - Managing the Unmanageable

12 Take Aways - Managing the Unmanageable

12 Take Aways - Managing the Unmanageable

Effective, experienced technical product management is crucial to make software development hum: Engineering and Product Management are symbiotic. Product managers lead and motivate by first establishing credibility with engineers, and by bringing vision, data, collaboration, prioritization, and protection. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s what product managers can apply to lead and motivate engineers and make software development hum. BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab,Stanford, and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com

Leading and Motivating Engineers - what product managers need to know - prod...

Leading and Motivating Engineers - what product managers need to know - prod...

Leading and Motivating Engineers - what product managers need to know - prod...

"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer,” and maybe, “it feels like you've got some people skills.” But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? What will make both your programmers and your execs rave? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley). In this interactive session, Ron will examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. He'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. You'll take away a few best practices that take most managers years to discover.

Crash Course - managing software people and teams (sfelc, 10.26.16)

Crash Course - managing software people and teams (sfelc, 10.26.16)

Crash Course - managing software people and teams (sfelc, 10.26.16)

Agile Iowa 10.16, Silicon Valley Agile Trends & Leadership 4.17 What differentiates a successful software development culture? Almost all of us have been on a high performance team. Just invite us, and we’ll sign up for another in a second! Typically, it was a team for which we worked harder - but from which we took away more exhilaration and joy than at any other time in our careers. What made it so? And what can we do to get it again? We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it. But agile asks people who are often introverted, highly-logical, independent thinkers not only to form teams but to make those teams self-organizing. It asks every team member to step up and collaborate. Agile offers each of us the promise of a stellar team experience – provided we and every one of our peers steps up to make it so. We need to no longer just perform as individuals, but truly trust and respect and engage and share - behaviors that can feel at odds with the fierce independence that got us through school and into industry. Speaker Ron Lichty In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers. He also coauthors the annual Study of Product Team Performance (http://www.ronlichty.com/study.html).

Teamwork - making your dream team come true

Teamwork - making your dream team come true

Teamwork - making your dream team come true

Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers! BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab,Stanford, and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences. Ron@RonLichty.com

Product owners - how to get your development team to love you (product school...

Product owners - how to get your development team to love you (product school...

Product owners - how to get your development team to love you (product school...

Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - to ensure that together that you delight customers! Points to take away: ▪ Delighting customers is the metric to which we should manage ▪ Delighting customers relies on tight collaboration between product managers, product owners, and development teams ▪ Product managers and development leaders are uniquely positioned to, together, motivate product teams ▪ Product managers and product owners are uniquely positioned to connect the dots BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles, training teams in agile, training managers in managing software people and teams, and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences.

Product Owners - How to get your development team to love you (ProductTankSV,...

Product Owners - How to get your development team to love you (ProductTankSV,...

Product Owners - How to get your development team to love you (ProductTankSV,...

Effective, experienced technical product management is crucial to make software engineering hum: Engineering and Product Management are symbiotic. When engineering is chaotic, many times applying a product management “fix” can do the trick. Ron Lichty has repeatedly been brought in to transform chaos to clarity in software development. Here’s a set of diagnoses, each with a product management fix that product managers can apply to make engineering hum.

Engineering challenges, product management solutions - product camp 2016

Engineering challenges, product management solutions - product camp 2016

Engineering challenges, product management solutions - product camp 2016

Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager, a CTO, and a VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - and together delight customers! BIo: Ron Lichty has, for 30-plus years, championed delighting customers. He believes that strong product/engineering collaboration is essential to achieving that goal. Ron co-authored the Addison-Wesley book Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net) and annually coauthors the Study of Product Team Performance (http://www.ronlichty.com/study.html). Ron spent seven years as a programmer, two years as a product manager, and 25 years managing product and development organizations at all levels - to VP of engineering, VP of product and CTO - at companies ranging in size from tiny startups to Charles Schwab, Stanford and Apple. He now consults across that realm, taking on fractional interim VP Engineering and acting CTO roles; training teams in agile; training managers in managing software people and teams; and coaching development teams and executives in making software development hum. (http://www.ronlichty.com) Ron has long been a popular speaker at product, development and agile meetups and conferences.

Product owners - how to get your development team to love you (product tank, ...

Product owners - how to get your development team to love you (product tank, ...

Product owners - how to get your development team to love you (product tank, ...

Ron LIchty, author of "Managing the Unmanageable", will explore how shared leadership is often the unspoken ingredient in hyper-productive teams. He will lead participants in activities designed to give a direct experience of sharing leadership and explain how that leads to hyper-productive teams and organizations. Join us at Cisco in San Jose for an experience that could make everyone around you smarter and wiser.

The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)

The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)

The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)

What differentiates a successful software development culture? Among successful cultures, what makes an agile one stand out? We think successful software development cultures are ones that are not just performant but that both delight customers and are a joy for every team member to be part of. One of the characteristics that differentiates agile cultures is that (finally!), it’s not just managers who are responsible for crafting culture - but everyone. And agile, done well, means every one of us engages in the crafting of it. In addition to training teams in agile, Ron Lichty has spent years coaching managers about how their roles change with agile. While his recent Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, didn’t zero in on agile, both the book and the classes that he and his coauthor give current and prospective managers espouse a deeply agile mindset for managers.

Keys to crafting an effective agile culture (svcc, 10.15)

Keys to crafting an effective agile culture (svcc, 10.15)

Keys to crafting an effective agile culture (svcc, 10.15)

Does your software development feel chaotic? If you have ever been dissatisfied with your software development flow - if you would like to figure out how to avoid chaos - this is a presentation for you! Ron Lichty has found himself repeatedly called in as the cavalry to help development groups stuck in confusion. A recognized engineering leader, Ron says, “I've found that I excel at coming in cold, identifying the causes of chaos, untangling organizational knots, creating roadmaps everyone can follow, building communications with other parts of the organization, and getting teams productive and focused on delivery, quality and customers.” He adds, “With a few pointers, any team member can more deeply diagnose their team.” Ron is author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, which has been compared by reviewers to Fred Brooks’ The Mythical Man Month. After managing software and product organizations for 25 years, Ron has catered his leadership roles to the needs of his clients, including interim VP Engineering and acting CTO roles. Six years ago, Ron began training teams in agile and a year ago training managers in the nuances of managing software people and teams, whether in waterfall environments, or iterative or agile ones. If you would like to become an effective agile team member then you'll want to attend this presentation. We’ll look at agile trends, software team pain points, product team solutions, and how every team member contributes to making teams excel. Drawing from his experience with dozens of product development organizations, Ron will walk through the steps needed to assess your organization’s workings and pull together the elements that will bring order and increased productivity for your business. Bio: Ron Lichty has been managing and more recently consulting with software development and product organizations for over 25 years, engaged in untangling the knots in software development and transforming chaos to clarity. Originally a programmer, where he earned several patents and wrote two popular programming books, he was hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management. Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), he has trained teams in scrum, transitioned teams from waterfall and iterative methodologies to agile, and coached teams using agile, iterative and waterfall approaches alike to make their software development "hum". In his continued search for effective best practices, Ron co-authors the annual Study of Product Team Performance. Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net - co-authored with CTO Mickey W. Mantle. Published by Addison Wesley, it has been compared by reviewers to Mythica

Transforming chaos to clarity - acm 6.15

Transforming chaos to clarity - acm 6.15

Transforming chaos to clarity - acm 6.15

Presented to Silicon Valley Product Camp '15: Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager and VP leading both development organizations and product teams. As a development leader, he regards product managers who "get it" as key partners. Here are 16 ways to engage and motivate product teams - and together delight customers!

Product owners how to get your development team to love you (product camp, 3...

Product owners how to get your development team to love you (product camp, 3...

Product owners how to get your development team to love you (product camp, 3...

A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.

If we are agile, why do we need managers (code camp, 10.14)

If we are agile, why do we need managers (code camp, 10.14)

If we are agile, why do we need managers (code camp, 10.14)

A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.

If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)

If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)

If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)

A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.

If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)

If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)

If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)

Almost no one on software teams believes in waterfall any longer. That's what we learned from the surveys we took in the course of authoring The 2013 Study of Product Team Performance. But that doesn't make agile a magic pill. Mike Cohn notes, "Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices." How do we get beyond that? Glossing over the reality that agile is hard leads us to ignore the very things we need to address to succeed. On the other hand, acknowledging that agile is hard lets us focus on the challenges that have been preventing us from becoming high performance teams. This session combines a presentation, a panel and some shared thinking to move beyond how simple agile seems - to what in fact makes agile transformations hard - to how we can face down those challenges to achieve agile's promise. Expected Takeaways (outcome) for Audience * For those just starting agile transformations: a heads-up that implementing practices only goes so far. For those well into agile but struggling, a sense they're not alone. For all of us, a window into how to get to where we want to go.

Agile Is Hard (AgileCampSV 2014)

Agile Is Hard (AgileCampSV 2014)

Agile Is Hard (AgileCampSV 2014)

A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.

If we’re agile, why do we need managers (tri valley aln, 3.14)

If we’re agile, why do we need managers (tri valley aln, 3.14)

If we’re agile, why do we need managers (tri valley aln, 3.14)

Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager and VP in among leading development organizations and teams. As a development leader, he regards product managers who "get it" as key partners in delivering great work. This Product Camp talk delivers 15 ways to engage and motivate teams - so you can, together, delight customers.

How to get your agile development team to love you (product camp, 3.14)

How to get your agile development team to love you (product camp, 3.14)

How to get your agile development team to love you (product camp, 3.14)

Más de Ron Lichty (20)

12 Take Aways - Managing the Unmanageable

12 Take Aways - Managing the Unmanageable

12 Take Aways - Managing the Unmanageable

Dream teams - making your dream (team) come true

Dream teams - making your dream (team) come true

Dream teams - making your dream (team) come true

12 Take Aways - Managing the Unmanageable

12 Take Aways - Managing the Unmanageable

12 Take Aways - Managing the Unmanageable

Leading and Motivating Engineers - what product managers need to know - prod...

Leading and Motivating Engineers - what product managers need to know - prod...

Leading and Motivating Engineers - what product managers need to know - prod...

Crash Course - managing software people and teams (sfelc, 10.26.16)

Crash Course - managing software people and teams (sfelc, 10.26.16)

Crash Course - managing software people and teams (sfelc, 10.26.16)

Teamwork - making your dream team come true

Teamwork - making your dream team come true

Teamwork - making your dream team come true

Product owners - how to get your development team to love you (product school...

Product owners - how to get your development team to love you (product school...

Product owners - how to get your development team to love you (product school...

Product Owners - How to get your development team to love you (ProductTankSV,...

Product Owners - How to get your development team to love you (ProductTankSV,...

Product Owners - How to get your development team to love you (ProductTankSV,...

Engineering challenges, product management solutions - product camp 2016

Engineering challenges, product management solutions - product camp 2016

Engineering challenges, product management solutions - product camp 2016

Product owners - how to get your development team to love you (product tank, ...

Product owners - how to get your development team to love you (product tank, ...

Product owners - how to get your development team to love you (product tank, ...

The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)

The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)

The hidden ingredient in hyper productive teams (scrummasters guild, 10.15)

Keys to crafting an effective agile culture (svcc, 10.15)

Keys to crafting an effective agile culture (svcc, 10.15)

Keys to crafting an effective agile culture (svcc, 10.15)

Transforming chaos to clarity - acm 6.15

Transforming chaos to clarity - acm 6.15

Transforming chaos to clarity - acm 6.15

Product owners how to get your development team to love you (product camp, 3...

Product owners how to get your development team to love you (product camp, 3...

Product owners how to get your development team to love you (product camp, 3...

If we are agile, why do we need managers (code camp, 10.14)

If we are agile, why do we need managers (code camp, 10.14)

If we are agile, why do we need managers (code camp, 10.14)

If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)

If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)

If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)

If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)

If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)

If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)

Agile Is Hard (AgileCampSV 2014)

Agile Is Hard (AgileCampSV 2014)

Agile Is Hard (AgileCampSV 2014)

If we’re agile, why do we need managers (tri valley aln, 3.14)

If we’re agile, why do we need managers (tri valley aln, 3.14)

If we’re agile, why do we need managers (tri valley aln, 3.14)

How to get your agile development team to love you (product camp, 3.14)

How to get your agile development team to love you (product camp, 3.14)

How to get your agile development team to love you (product camp, 3.14)

Último

%in ivory park+277-882-255-28 abortion pills for sale in ivory park

%in ivory park+277-882-255-28 abortion pills for sale in ivory park

%in ivory park+277-882-255-28 abortion pills for sale in ivory park

ManageIQ - Sprint 236 Review - Slide Deck

ManageIQ - Sprint 236 Review - Slide Deck

ManageIQ - Sprint 236 Review - Slide Deck

At the recent Microsoft Ignite 2023 conference, Microsoft unveiled a groundbreaking strategy that will redefine enterprise work management. The plan involves integrating Microsoft’s key planning tools, Microsoft To Do, Microsoft Planner, and Microsoft Project for the web into a unified experience called “Microsoft Planner.” What does this new strategy from Microsoft mean for current users? Join us and learn how best to take advantage of this announcement while gaining a clear path on how to elevate the current state of Microsoft Planner from a basic task manager to a comprehensive tool for Enterprise Work Management using OnePlan. Learn how OnePlan’s integration with Microsoft Planner allows for strategic alignment with business goals through advanced features like strategic planning, portfolio management, resource management, financial management, and more!

Introducing Microsoft’s new Enterprise Work Management (EWM) Solution

Introducing Microsoft’s new Enterprise Work Management (EWM) Solution

Introducing Microsoft’s new Enterprise Work Management (EWM) Solution

OnePlan Solutions

Crypto Cloud Review - How To Earn Up To $500 Per DAY Of Bitcoin 100% On AutoP...

Crypto Cloud Review - How To Earn Up To $500 Per DAY Of Bitcoin 100% On AutoP...

Crypto Cloud Review - How To Earn Up To $500 Per DAY Of Bitcoin 100% On AutoP...

MakeMyPass" Online Bus Pass Management System illustrates the flow of activities and actions that occur within the system to accomplish specific tasks or use cases. This type of diagram focuses on representing the sequence of activities and decision points involved in a particular process. Below is an example outline and description of key elements that could be included in an Activity Diagram for the system:

BUS PASS MANGEMENT SYSTEM USING PHP.pptx

BUS PASS MANGEMENT SYSTEM USING PHP.pptx

BUS PASS MANGEMENT SYSTEM USING PHP.pptx

alwaysnagaraju26

Looking for an efficient way to manage your finances? Look no further than our money management app. With easy-to-use features, you can track your expenses, create budgets, and monitor your savings goals all in one place. Our app provides real-time updates on your spending habits and helps you make smarter financial decisions. Take control of your finances today with our user-friendly money management app.

Right Money Management App For Your Financial Goals

Right Money Management App For Your Financial Goals

Right Money Management App For Your Financial Goals

+971565801893 Mtp-Kit (500MG) Prices » Dubai [(+971565801893**)] Abortion Pills For Sale In Dubai, UAE, Mifepristone and Misoprostol Tablets Available In Dubai, UAE CONTACT DR.Leen Whatsapp +971565801893 We Have Abortion Pills / Cytotec Tablets /Mifegest Kit Available in Dubai, Sharjah, Abudhabi, Ajman, Alain, Fujairah, Ras Al Khaimah, Umm Al Quwain, UAE, Buy cytotec in Dubai +971565801893''''Abortion Pills near me DUBAI | ABU DHABI|UAE. Price of Misoprostol, Cytotec” +971565801893' Dr.DEEM ''BUY ABORTION PILLS MIFEGEST KIT, MISOPROTONE, CYTOTEC PILLS IN DUBAI, ABU DHABI,UAE'' Contact me now via What's App…… abortion Pills Cytotec also available Oman Qatar Doha Saudi Arabia Bahrain Above all, Cytotec Abortion Pills are Available In Dubai / UAE, you will be very happy to do abortion in Dubai we are providing cytotec 200mg abortion pill in Dubai, UAE. Medication abortion offers an alternative to Surgical Abortion for women in the early weeks of pregnancy. We only offer abortion pills from 1 week-6 Months. We then advise you to use surgery if its beyond 6 months. Our Abu Dhabi, Ajman, Al Ain, Dubai, Fujairah, Ras Al Khaimah (RAK), Sharjah, Umm Al Quwain (UAQ) United Arab Emirates Abortion Clinic provides the safest and most advanced techniques for providing non-surgical, medical and surgical abortion methods for early through late second trimester, including the Abortion By Pill Procedure (RU 486, Mifeprex, Mifepristone, early options French Abortion Pill), Tamoxifen, Methotrexate and Cytotec (Misoprostol). The Abu Dhabi, United Arab Emirates Abortion Clinic performs Same Day Abortion Procedure using medications that are taken on the first day of the office visit and will cause the abortion to occur generally within 4 to 6 hours (as early as 30 minutes) for patients who are 3 to 12 weeks pregnant. When Mifepristone and Misoprostol are used, 50% of patients complete in 4 to 6 hours; 75% to 80% in 12 hours; and 90% in 24 hours. We use a regimen that allows for completion without the need for surgery 99% of the time. All advanced second trimester and late term pregnancies at our Tampa clinic (17 to 24 weeks or greater) can be completed within 24 hours or less 99% of the time without the need surgery. The procedure is completed with minimal to no complications. Our Women's Health Center located in Abu Dhabi, United Arab Emirates, uses the latest medications for medical abortions (RU-486, Mifeprex, Mifegyne, Mifepristone, early options French abortion pill), Methotrexate and Cytotec (Misoprostol). The safety standards of our Abu Dhabi, United Arab Emirates Abortion Doctors remain unparalleled. They consistently maintain the lowest complication rates throughout the nation. Our Physicians and staff are always available to answer questions and care for women in one of the most difficult times in their lives. The decision to have an abortion at the Abortion Clinic in Abu Dhabi, United Arab Emirates.+971565801893

+971565801893>>SAFE AND ORIGINAL ABORTION PILLS FOR SALE IN DUBAI AND ABUDHAB...

+971565801893>>SAFE AND ORIGINAL ABORTION PILLS FOR SALE IN DUBAI AND ABUDHAB...

+971565801893>>SAFE AND ORIGINAL ABORTION PILLS FOR SALE IN DUBAI AND ABUDHAB...

(Vivek)Call Us, 8448380779,Call girls in Delhi NCr – We Offer best in class call girls. escort Service At Affordable Price At low Rate with Space Night 8000 We Are One Of The Oldest Escort and Call girls Agencies in Delhi. You Will Find That Our Female Escorts Are Full Of Fun, Sexy And They Would Love Enjoy Your Company. We Have A Fantastic Selection Of Escort Ladies Available For In-Calls As Well As Out-Calls. Our Escorts Are Not Only Beautiful But All Have Great Personalities Making Them The Perfect Companion For Any Occasion. In-Call:- You Can Come At Our Place in Delhi Our place Which Is Very Clean Hygienic 100% safe Accommodation. Out-Call:- You have To Come Pick The Girl From My Place We Are Also Provide Door Step Services (Delhi Ncr, Noida, Gurgaon, Faridabad, Ghaziabad Note:- Pic Collectors Time Passers Bargainers Stay Away As We Respect The Value For Your Money Time And Expect The Same From You Hygienic:- Full Ac room And Clean Rooms Available In Hotel 24 * 7 Hourly In Delhi NCR More Details, With WhatsApp Number, +91-8448380779

Sector 18, Noida Call girls :8448380779 Model Escorts | 100% verified

Sector 18, Noida Call girls :8448380779 Model Escorts | 100% verified

Sector 18, Noida Call girls :8448380779 Model Escorts | 100% verified

Delhi Call girls

introduction-to-automotive Andoid os-csimmonds-ndctechtown-2021.pdf

introduction-to-automotive Andoid os-csimmonds-ndctechtown-2021.pdf

introduction-to-automotive Andoid os-csimmonds-ndctechtown-2021.pdf

VishalKumarJha10

Direct Style Effect Systems -The Print[A] Example- A Comprehension Aid

Direct Style Effect Systems -The Print[A] Example- A Comprehension Aid

Direct Style Effect Systems -The Print[A] Example- A Comprehension Aid

Test automation is a cornerstone of software development and quality assurance in today's rapidly evolving digital landscape. Its significance cannot be overstated. Businesses can enhance efficiency, productivity, and accelerate software delivery to market through automation, streamlining testing processes effectively. This comprehensive guide addresses the best practices for test automation in 2024. It offers a detailed checklist to empower you to optimize your automation efforts and maintain a competitive edge.

The Ultimate Test Automation Guide_ Best Practices and Tips.pdf

The Ultimate Test Automation Guide_ Best Practices and Tips.pdf

The Ultimate Test Automation Guide_ Best Practices and Tips.pdf

kalichargn70th171

MarTech Trend 2024 Book : Marketing Technology Trends (2024 Edition) How Data...

MarTech Trend 2024 Book : Marketing Technology Trends (2024 Edition) How Data...

MarTech Trend 2024 Book : Marketing Technology Trends (2024 Edition) How Data...

Jittipong Loespradit

LEVEL 5 - SESSION 1 2023 (1).pptx - PDF 123456

LEVEL 5 - SESSION 1 2023 (1).pptx - PDF 123456

LEVEL 5 - SESSION 1 2023 (1).pptx - PDF 123456

KiaraTiradoMicha

Data spaces in distributed environments should be allowed to evolve in agile ways providing data space owners with large flexibility about which data they store. Agility and heterogeneity, however, jeopardize data exchanges because representations may build on varying ontologies and data consumers may not rely on the semantic correctness of their queries in the context of semantically heterogeneous, evolving data spaces. Graph data spaces are one example of a powerful model for representing and querying data whose semantics may change over time. To assert and enforce conditions on individual graph data spaces, shape languages (e.g SHACL) have been developed. We investigate the question of how querying and programming can be guarded by reasoning over SHACL constraints in a distributed setting and we sketch a picture of how a future landscape based on semantically heterogeneous data spaces might look like.

Shapes for Sharing between Graph Data Spaces - and Epistemic Querying of RDF-...

Shapes for Sharing between Graph Data Spaces - and Epistemic Querying of RDF-...

Shapes for Sharing between Graph Data Spaces - and Epistemic Querying of RDF-...

A great deal of attention in medical devices has shifted towards cybersecurity with the ratification of section 524B of the FD&C act. This new law enables the FDA to enforce cybersecurity controls in any medical device that is capable of networked communications or that has software. In this webinar we will recap the process for managing vulnerabilities, identify categories of vulnerabilities and solutions and more.

The Real-World Challenges of Medical Device Cybersecurity- Mitigating Vulnera...

The Real-World Challenges of Medical Device Cybersecurity- Mitigating Vulnera...

The Real-World Challenges of Medical Device Cybersecurity- Mitigating Vulnera...

Pharm-D Biostatistics and Research methodology

Pharm-D Biostatistics and Research methodology

Pharm-D Biostatistics and Research methodology

%in tembisa+277-882-255-28 abortion pills for sale in tembisa

%in tembisa+277-882-255-28 abortion pills for sale in tembisa

%in tembisa+277-882-255-28 abortion pills for sale in tembisa

%in kempton park+277-882-255-28 abortion pills for sale in kempton park

%in kempton park+277-882-255-28 abortion pills for sale in kempton park

%in kempton park+277-882-255-28 abortion pills for sale in kempton park

(Vivek)Call Us, 8448380779,Call girls in Delhi NCr – We Offer best in class call girls. escort Service At Affordable Price At low Rate with Space Night 8000 We Are One Of The Oldest Escort and Call girls Agencies in Delhi. You Will Find That Our Female Escorts Are Full Of Fun, Sexy And They Would Love Enjoy Your Company. We Have A Fantastic Selection Of Escort Ladies Available For In-Calls As Well As Out-Calls. Our Escorts Are Not Only Beautiful But All Have Great Personalities Making Them The Perfect Companion For Any Occasion. In-Call:- You Can Come At Our Place in Delhi Our place Which Is Very Clean Hygienic 100% safe Accommodation. Out-Call:- You have To Come Pick The Girl From My Place We Are Also Provide Door Step Services (Delhi Ncr, Noida, Gurgaon, Faridabad, Ghaziabad Note:- Pic Collectors Time Passers Bargainers Stay Away As We Respect The Value For Your Money Time And Expect The Same From You Hygienic:- Full Ac room And Clean Rooms Available In Hotel 24 * 7 Hourly In Delhi NCR More Details, With WhatsApp Number, +91-8448380779

call girls in Vaishali (Ghaziabad) 🔝 >༒8448380779 🔝 genuine Escort Service 🔝✔️✔️

call girls in Vaishali (Ghaziabad) 🔝 >༒8448380779 🔝 genuine Escort Service 🔝✔️✔️

call girls in Vaishali (Ghaziabad) 🔝 >༒8448380779 🔝 genuine Escort Service 🔝✔️✔️

Delhi Call girls

%in Bahrain+277-882-255-28 abortion pills for sale in Bahrain

%in Bahrain+277-882-255-28 abortion pills for sale in Bahrain

%in Bahrain+277-882-255-28 abortion pills for sale in Bahrain

Último (20)

%in ivory park+277-882-255-28 abortion pills for sale in ivory park

%in ivory park+277-882-255-28 abortion pills for sale in ivory park

%in ivory park+277-882-255-28 abortion pills for sale in ivory park

ManageIQ - Sprint 236 Review - Slide Deck

ManageIQ - Sprint 236 Review - Slide Deck

ManageIQ - Sprint 236 Review - Slide Deck

Introducing Microsoft’s new Enterprise Work Management (EWM) Solution

Introducing Microsoft’s new Enterprise Work Management (EWM) Solution

Introducing Microsoft’s new Enterprise Work Management (EWM) Solution

Crypto Cloud Review - How To Earn Up To $500 Per DAY Of Bitcoin 100% On AutoP...

Crypto Cloud Review - How To Earn Up To $500 Per DAY Of Bitcoin 100% On AutoP...

Crypto Cloud Review - How To Earn Up To $500 Per DAY Of Bitcoin 100% On AutoP...

BUS PASS MANGEMENT SYSTEM USING PHP.pptx

BUS PASS MANGEMENT SYSTEM USING PHP.pptx

BUS PASS MANGEMENT SYSTEM USING PHP.pptx

Right Money Management App For Your Financial Goals

Right Money Management App For Your Financial Goals

Right Money Management App For Your Financial Goals

+971565801893>>SAFE AND ORIGINAL ABORTION PILLS FOR SALE IN DUBAI AND ABUDHAB...

+971565801893>>SAFE AND ORIGINAL ABORTION PILLS FOR SALE IN DUBAI AND ABUDHAB...

+971565801893>>SAFE AND ORIGINAL ABORTION PILLS FOR SALE IN DUBAI AND ABUDHAB...

Sector 18, Noida Call girls :8448380779 Model Escorts | 100% verified

Sector 18, Noida Call girls :8448380779 Model Escorts | 100% verified

Sector 18, Noida Call girls :8448380779 Model Escorts | 100% verified

introduction-to-automotive Andoid os-csimmonds-ndctechtown-2021.pdf

introduction-to-automotive Andoid os-csimmonds-ndctechtown-2021.pdf

introduction-to-automotive Andoid os-csimmonds-ndctechtown-2021.pdf

Direct Style Effect Systems -The Print[A] Example- A Comprehension Aid

Direct Style Effect Systems -The Print[A] Example- A Comprehension Aid

Direct Style Effect Systems -The Print[A] Example- A Comprehension Aid

The Ultimate Test Automation Guide_ Best Practices and Tips.pdf

The Ultimate Test Automation Guide_ Best Practices and Tips.pdf

The Ultimate Test Automation Guide_ Best Practices and Tips.pdf

MarTech Trend 2024 Book : Marketing Technology Trends (2024 Edition) How Data...

MarTech Trend 2024 Book : Marketing Technology Trends (2024 Edition) How Data...

MarTech Trend 2024 Book : Marketing Technology Trends (2024 Edition) How Data...

LEVEL 5 - SESSION 1 2023 (1).pptx - PDF 123456

LEVEL 5 - SESSION 1 2023 (1).pptx - PDF 123456

LEVEL 5 - SESSION 1 2023 (1).pptx - PDF 123456

Shapes for Sharing between Graph Data Spaces - and Epistemic Querying of RDF-...

Shapes for Sharing between Graph Data Spaces - and Epistemic Querying of RDF-...

Shapes for Sharing between Graph Data Spaces - and Epistemic Querying of RDF-...

The Real-World Challenges of Medical Device Cybersecurity- Mitigating Vulnera...

The Real-World Challenges of Medical Device Cybersecurity- Mitigating Vulnera...

The Real-World Challenges of Medical Device Cybersecurity- Mitigating Vulnera...

Pharm-D Biostatistics and Research methodology

Pharm-D Biostatistics and Research methodology

Pharm-D Biostatistics and Research methodology

%in tembisa+277-882-255-28 abortion pills for sale in tembisa

%in tembisa+277-882-255-28 abortion pills for sale in tembisa

%in tembisa+277-882-255-28 abortion pills for sale in tembisa

%in kempton park+277-882-255-28 abortion pills for sale in kempton park

%in kempton park+277-882-255-28 abortion pills for sale in kempton park

%in kempton park+277-882-255-28 abortion pills for sale in kempton park

call girls in Vaishali (Ghaziabad) 🔝 >༒8448380779 🔝 genuine Escort Service 🔝✔️✔️

call girls in Vaishali (Ghaziabad) 🔝 >༒8448380779 🔝 genuine Escort Service 🔝✔️✔️

call girls in Vaishali (Ghaziabad) 🔝 >༒8448380779 🔝 genuine Escort Service 🔝✔️✔️

%in Bahrain+277-882-255-28 abortion pills for sale in Bahrain

%in Bahrain+277-882-255-28 abortion pills for sale in Bahrain

%in Bahrain+277-882-255-28 abortion pills for sale in Bahrain

Standups and High Performance Teams

1. Standups & High Performance Teams (Lightning Talk) Ron Lichty www.ronlichty.com

3.

4. The Study of Product Team Performance http://www.ronlichty.com/study.html 4

5. 5 Standups 2015 Study: How effective are standups in your organization?

7. 7 Standups Product teams that do not hold standups, or hold ineffective standups… perform worst.

8. 8 Standups Product teams with standups that are effective and regular… perform better.

9. 9 Standups Product teams with standups that are effective and daily… perform best.

10. Study of Product Team Performance • Standups – Standups matter – Standups held daily & effectively matter most 10 more results from the study! http://www.ronlichty.com/study.html

11. The Study of Product Team Performance more results from the study! http://www.ronlichty.com/study.html 11

Notas del editor

Ron Lichty I’ve spent 30 years thinking about and focusing on making software development “hum”. I discovered XP in 1999, Scrum in 2002. I’ve been managing, coaching, training teams in Agile since.
I’ve facilitated teams to hold standups for a decade and a half. But two years ago, it occurred to me to see if there might be a correlation between the holding of standups and the level of performance that teams experience.
Some of you know me for my fifth book, MTU, one of the very few books on managing software people and teams in the entire history of software development.
But I’m also the coauthor of the periodic Study of Product Team Performance. In each of the studies, we’ve asked product teams members – developers, testers, PdMs, PjMs, PgMs, scrum masters, … – around the world ...to tell us if they considered their teams to be high performance, low performance or something in between. And then we asked about various of their practices.
As I said, two years ago, it occurred to me to see if there might be a correlation between holding effective standups and the level of performance that teams experience.
Thousands of people on product teams all over the world respond to our study. Here are the results of this question: The good news: Over four-fifths of respondents indicate that standups are a strong and effective part of the product development process Yet of those: half aren’t holding them regularly; less than a quarter holding them daily Only 7.6% of respondents see no value in conducting standups, but 11.4% more say their regular standups are ineffective.
With this data, we then correlated it with how team members characterized the performance of their teams. Teams that do not hold standups or hold ineffective standups perform worst
The more frequently standup meetings are held, the more likely product teams are to achieve high performance. Teams with standups that are effective and regular perform better
Teams with standups that are effective and daily perform best Reflecting back on findings from past studies, we know that 20% of product teams report issues with cross-functional handoffs and transitions. Analysis from one of our earlier studies revealed that while some handoffs are more problematic than others, poor handoffs and transitions are responsible for degradation in team performance. The regression analysis demonstrates that standup meetings are vital to effective product team communication and help eliminate or reduce issues that impede high performance. It also shows that product teams that invest the time and energy necessary to make standups both effective and part of their daily routine will see significant performance benefits. I’d also note: When I train teams in agile, I often point out that agile in many ways a collection of best practices Standups are the first agile practice many otherwise-not-agile teams adopt When teams revert from agile, they often continue their standups practice
SW Dev is a team sport. As Mickey and I noted in our book, Managing the Unmanageable, in the form of a Rule of Thumb, You cannot overcommunicate. Not in software development organizations, anyway. So here’s the bottom line… Standups matter Standups held daily & effectively matter most