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Building Agile Teams

Building Agile Teams. Brian Watson, PMI-ACP, CSM, PSM1 Product and Agile Coach @bdub1pmp brian@versionone.com. Agenda. Team Building Analogy Enablers Other Considerations. Team Building. Analogy. Growing Agile teams is like learning to fly a plane…. Formal Training.

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Building Agile Teams

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  1. Building Agile Teams Brian Watson, PMI-ACP, CSM, PSM1 Product and Agile Coach @bdub1pmp brian@versionone.com

  2. Agenda • Team Building Analogy • Enablers • Other Considerations

  3. Team Building

  4. Analogy • Growing Agile teams is like learning to fly a plane….

  5. Formal Training • You can read a book or take a class to learn the “major” theoretical elements • Takeoff/landing, Stalls, Weather, etc. • You might even be able to pass a written test after class • However, are you ready to fly the plane

  6. Flight Training • With formal knowledge in hand, the student must fly with an instructor • Time in the pilot seat will allow the student to encounter the numerous situations formal training cannot cover • There is no substitute for practical experience…with a guiding hand • Converts theoretical knowledge into skill

  7. Flying Solo • Once the student’s skill level has caught up to their desire and confidence, they can fly solo • This occurs after many hours of guidance from the instructor • Each person will learn something new when they fly solo • Reinforcing and existing concept • New situation

  8. Sharing the Passion • Flying solo will allow the knowledge/skill of the pilot to exceed their level of desire and passion for flying • When this occurs, they can begin to share their knowledge with others • The cycle begins anew…

  9. Teams…

  10. FormalScrum/Agile Training • Critical foundational element to starting down the path to agile • Theoretical concepts • Review key ceremonies • “Guard Rails” • Certified Scrum Master (CSM) or Professional Scrum Master (PSM)

  11. Growing the Team • Accomplished through pairing the major skills sets (Dev, BA, QA, PM) with experienced people • Allows the experienced people guide the new team through how to apply their theoretical knowledge • A Transition Coach assists with guiding the entire process • Provide “guard rails” to the process • Product owner, management, other teams

  12. Agile Team Schematic Transition Coach Product Owner Formal Training New Dev Experienced Dev Pairing New SM Pairing Experienced SM New BA Pairing Experienced BA New QA Pairing Experienced QA New UX Experienced UX Pairing Management

  13. Cost/Benefit Analysis

  14. Coding (Flying) Solo • Once the team has worked through 3-5 sprints, they should be ready to fly solo • This will allow the team to grow their skills in new situations by applying concepts learned in training and pairing • Teams will make mistakes in this phase • Mistakes are part of the learning process • Mistakes are OK

  15. Sharing • When team members are ready, they can be transferred to a new team to guide and lead their transition • Option 1: Remove members of original team • Option 2: Pairing • Set expectations - Velocity on the original team will be reduced

  16. Agile Team Progression

  17. Infection Rates • 10% of a team will infect the other 90% • It is critical that the 10% is positive, knowledgeable and evangelizing agile concepts • When removing resources from a productive team to create a new one, you do not want to remove more than 10%

  18. Enablers • Management support • Team spaces • Empowerment

  19. Management

  20. Management Support • Learning is a process, mistakes will happen • Management needs to transform along with the team Command/Control “Approver” Work Assignor Coach Mentor Remover of Roadblocks Transition Beware the “middle manager conundrum”

  21. Team Spaces • Functional, not fancy • Elbow room for pairing and collaboration • Dual monitors • Stimulate teamwork and communication • Remove walls • Central location for card wall and stand-ups • Do not break the bank

  22. Empowerment • The team should be able to say “no” • Encourage the team to take risks • Within guard rails

  23. Other Considerations • Continuity • Culture • Organization

  24. Continuity • Only a small part of overall team success is “Agile” • Teams form a bond • Teams must be kept together • Tuckman’s “law” is undefeated and untied…

  25. Culture • Embrace the new culture • Work to convert pessimists • Lack of understanding • Change • Not everyone is “cut out” for agile

  26. Satir Model

  27. Organization • Think local…act global • Work to limit roadblocks this will cause the team frustrations

  28. Wrap-up • Avoid “shock and awe” • Go slow and low… • Set expectations • Mistakes • Not an overnight transformation • Embrace psychological roadblocks of humans Allow the teams to evolve into high performing, motivated groups

  29. Questions

  30. Building Agile Teams Brian Watson, PMI-ACP, CSM, PSM1 Product and Agile Coach brian@versionone.com @bdub1pmp http://www.linkedin.com/in/bdub1pmp

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