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IIT Academy: Team Design 202

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Steven HK Ma £ü ñR‡øºÀ
Steven HK Ma £ü ñR‡øºÀ

IIT Academy: Agile. We¡¯ve all seen it ¨C ¡°W-agile¡± teams, ¡°Fr-agile¡± teams, teams that were designed to patterns anathemic to the creation of effective, high-performing, self-managed agile teams. Understand the dynamics behind the formation of teams, apply lean principles to team design to equip yourself with the skills to enable effective team creation. Design for Human Resources, Agile Coaches, Scrum Masters, Delivery Managers, Executives, Project Sponsors ¨C anyone responsible for deciding who goes into a team.

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TEAM DESIGN HI Per Lean Practice Industrie IT Team Design 202 IIT Academy
TEAM DESIGN HI Per Lean Practice Feel free to re-use any of these slides - you are welcome!? Please make sure you attribute them to: Steven Ma at Industrie IT. Please include the links at www.stevenhkma.com and industrieit.com Attributions
TEAM DESIGN HI Per Lean Practice Goals - people ? Invest in long term, high performing teams ? Create conditions for self-management ? Continuously design for muri reduction
TEAM DESIGN HI Per Lean Practice Goals - scope ? One backlog ? One product owner hierarchy, with clear definition of ready ? Cross-skilled teams with common definitions of done
TEAM DESIGN HI Per Lean Practice Goals - process ? Do what is prudent ? Reduce unevenness (mura) ? Continuously improve
TEAM DESIGN HI Per Lean Practice Guiding Principles ? Long term teams ? Adoption curve ? Team autonomy maturity ? Guiding principles of agile team design ? Muri index ? Design
TEAM DESIGN HI Per Lean Practice Long Term Teams ? teams built around the maximisation of human potential in organisations ? effective units of value-add ? Invested in long-term with a scrum master who ¡®debugs¡¯ the organisation
TEAM DESIGN HI Per Lean Practice TEAM PERFORMANCE TEAMTOPERFORM 1 2 3 4 5 6 7 8 9 10 11 12 13 TIME FORM STORM NORM PERFORM ? NOT ALL TEAMS ARE EQUAL ? TEAMS REQUIRE TIME TO PERFORM ? TEAMS SHOULD PERIODICALLY INSPECT PERFORMANCE AND FIND WAYS TO IMPROVE ? EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM
TEAM DESIGN HI Per Lean Practice TRADITIONAL RESOURCE MANAGEMENT TEAMTOPERFORM PROJECT 1 PROJECT 2 PROJECT 3 ? HAVE DIFFERENT PEOPLE ? RE-LEARN TEAM NORMS ? STARTS WITH ZERO PERFORMANCE BEHAVIOUR ? PERFORMS BASED ON SCOPE CADENCE RATHER AND PERFORMANCE CADENCE, CREATING A ¡°HOCKEY STICK CRUNCH¡± CONSTANTLY REFORMING TEAMS PROJECT 3 TEAMS ARE NOT ¡®RESOURCES¡¯. DESIGN FOR TEAMS, NOT FOR SCOPE
TEAM DESIGN HI Per Lean Practice CONSTANTLY RE-REFORMING TEAMS: PORTFOLIO VIEW WATERFALLPORTFOLIO PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4 ? NOT ALL TEAMS ARE EQUAL ? TEAMS REQUIRE TIME TO PERFORM ? EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM UNPREDICTABLE PRODUCTIVITY ACROSS PORTFOLIO
TEAM DESIGN HI Per Lean Practice WHY PRESERVE PERFORMANCE? TEAMPERFORMANCE SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5 HIGH PERFORMANCE TEAM MEDIUM PERFORMANCE TEAM POOR TEAM ~240% greater
TEAM DESIGN HI Per Lean Practice KEEPING TEAMS TOGETHER TEAMPERFORMANCE SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5 TEAM
TEAM DESIGN HI Per Lean Practice FIXED TEAMS, INDIVIDUAL ROTATIONS TEAM A TEAM B TEAM C TEAM D JUL JAN FEB OCT Rotate individuals occasionally for personal and professional growth
TEAM DESIGN HI Per Lean Practice Adoption Curve Teams do not perform from the moment they form. Instead, performance is nurtured over time. Factors for success: ? Pre-delivery preparation for the ¡°why¡± and the ¡°what¡±, including the full team for context ? Sprint 0 to create base technical capability ? Allowing 1-2 sprints for norming and forming ? Allowing 8 sprints for a solid velocity measure
TEAM DESIGN HI Per Lean Practice originalvelocity change uncertainty make-or-break point peakenthusiasm ¡°themoment ofclarity¡± performing self-diagnosing self-organising sprints @? ?ne scale velocity x enthusiasm x productivity 2-6 sprints 8-20 sprints1-2 sprints changeshock scrumstarts changeweariness Short term Agile Adoption
TEAM DESIGN HI Per Lean Practice changeweariness performingself-organising sprints @? ?ne scale velocity x enthusiasm x productivity 2-6 sprints 8-20 sprints1-2 sprints changeshock make/break+clarity Short term Agile Adoption With Agile Coach
TEAM DESIGN HI Per Lean Practice perception of maximum performance maturescrum incremental improvements asymptoticallyapproach maximalperformance velocity x enthusiasm x productivity sprints @? long scale 40+ sprints20+ sprints Long term Agile Adoption
TEAM DESIGN HI Per Lean Practice Descaling Organisations self-? tasking self-? managing self-? organising self-? selecting self-? guiding degree of? autonomytask design delivery design intra-team design product context team design org¡¯n.context org¡¯n design scope business context
TEAM DESIGN HI Per Lean Practice perception of maximum performance re-norming highperformingteamcontinuallyreset performance expectations sprints @? long scale signi?canttry-and-see ¡°productivityhacking¡± velocity x enthusiasm x productivity 40+ sprints20+ sprints Long term Agile Adoption With Agile Coach, effective support from management and emergence of a self-organised, high-performing team *240% increase in productivity **400% increase
TEAM DESIGN HI Per Lean Practice Principles of Team Design ? Single overall backlog ? Constant Muri reduction ? Design along lines of least dependency ? Design for feature teams ? Aligned sprint schedule ? Common standards and team norms ? Multi-team continuous integration and continuous delivery ? Common Definitions of Done, potentially Definition of Ready ? Whole team product sprint review ? Onshore-offshore rotation
TEAM DESIGN HI Per Lean Practice Muri Muri (ŸoÀí) is a Japanese word meaning "unreasonableness; impossible; beyond one's power; too difficult; by force; perforce; forcibly; compulsorily; excessiveness; immoderation¡±
TEAM DESIGN HI Per Lean Practice Muri Measure A lightweight index to make visible the overburden in individuals, teams and scaled groupings. Constantly addressed by an organisation aiming for self-design.
TEAM DESIGN HI Per Lean Practice Department X 3.2 (8) Team A 3 ppl 2.3 (4) Team J 6 ppl 3.7 (8) Alex 2 Alice 1 Andrew 4 Joe 8 Jesse 4 Jimmy 5 Jack 1 Jill 2 Jim 2
TEAM DESIGN HI Per Lean Practice Common Pitfalls ? Product Ownership capacity ? Scrum Master capacity ? Decomposition along functional lines ? Decomposition along architectural lines ? Decomposition along vendor lines ? Once-off team design ? Varying length of sprints ? Not designing teams for dev-to-ops quality
TEAM DESIGN HI Per Lean Practice Common Pitfalls - Scaling Scaled: ? Moving people to fit scope ? Splitting people between teams ? Lack of scrum-of-scrum integration
TEAM DESIGN HI Per Lean Practice Thanks!

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IIT Academy: Team Design 202

  • 1. TEAM DESIGN HI Per Lean Practice Industrie IT Team Design 202 IIT Academy
  • 2. TEAM DESIGN HI Per Lean Practice Feel free to re-use any of these slides - you are welcome!? Please make sure you attribute them to: Steven Ma at Industrie IT. Please include the links at www.stevenhkma.com and industrieit.com Attributions
  • 3. TEAM DESIGN HI Per Lean Practice Goals - people ? Invest in long term, high performing teams ? Create conditions for self-management ? Continuously design for muri reduction
  • 4. TEAM DESIGN HI Per Lean Practice Goals - scope ? One backlog ? One product owner hierarchy, with clear definition of ready ? Cross-skilled teams with common definitions of done
  • 5. TEAM DESIGN HI Per Lean Practice Goals - process ? Do what is prudent ? Reduce unevenness (mura) ? Continuously improve
  • 6. TEAM DESIGN HI Per Lean Practice Guiding Principles ? Long term teams ? Adoption curve ? Team autonomy maturity ? Guiding principles of agile team design ? Muri index ? Design
  • 7. TEAM DESIGN HI Per Lean Practice Long Term Teams ? teams built around the maximisation of human potential in organisations ? effective units of value-add ? Invested in long-term with a scrum master who ¡®debugs¡¯ the organisation
  • 8. TEAM DESIGN HI Per Lean Practice TEAM PERFORMANCE TEAMTOPERFORM 1 2 3 4 5 6 7 8 9 10 11 12 13 TIME FORM STORM NORM PERFORM ? NOT ALL TEAMS ARE EQUAL ? TEAMS REQUIRE TIME TO PERFORM ? TEAMS SHOULD PERIODICALLY INSPECT PERFORMANCE AND FIND WAYS TO IMPROVE ? EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM
  • 9. TEAM DESIGN HI Per Lean Practice TRADITIONAL RESOURCE MANAGEMENT TEAMTOPERFORM PROJECT 1 PROJECT 2 PROJECT 3 ? HAVE DIFFERENT PEOPLE ? RE-LEARN TEAM NORMS ? STARTS WITH ZERO PERFORMANCE BEHAVIOUR ? PERFORMS BASED ON SCOPE CADENCE RATHER AND PERFORMANCE CADENCE, CREATING A ¡°HOCKEY STICK CRUNCH¡± CONSTANTLY REFORMING TEAMS PROJECT 3 TEAMS ARE NOT ¡®RESOURCES¡¯. DESIGN FOR TEAMS, NOT FOR SCOPE
  • 10. TEAM DESIGN HI Per Lean Practice CONSTANTLY RE-REFORMING TEAMS: PORTFOLIO VIEW WATERFALLPORTFOLIO PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4 ? NOT ALL TEAMS ARE EQUAL ? TEAMS REQUIRE TIME TO PERFORM ? EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM UNPREDICTABLE PRODUCTIVITY ACROSS PORTFOLIO
  • 11. TEAM DESIGN HI Per Lean Practice WHY PRESERVE PERFORMANCE? TEAMPERFORMANCE SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5 HIGH PERFORMANCE TEAM MEDIUM PERFORMANCE TEAM POOR TEAM ~240% greater
  • 12. TEAM DESIGN HI Per Lean Practice KEEPING TEAMS TOGETHER TEAMPERFORMANCE SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5 TEAM
  • 13. TEAM DESIGN HI Per Lean Practice FIXED TEAMS, INDIVIDUAL ROTATIONS TEAM A TEAM B TEAM C TEAM D JUL JAN FEB OCT Rotate individuals occasionally for personal and professional growth
  • 14. TEAM DESIGN HI Per Lean Practice Adoption Curve Teams do not perform from the moment they form. Instead, performance is nurtured over time. Factors for success: ? Pre-delivery preparation for the ¡°why¡± and the ¡°what¡±, including the full team for context ? Sprint 0 to create base technical capability ? Allowing 1-2 sprints for norming and forming ? Allowing 8 sprints for a solid velocity measure
  • 15. TEAM DESIGN HI Per Lean Practice originalvelocity change uncertainty make-or-break point peakenthusiasm ¡°themoment ofclarity¡± performing self-diagnosing self-organising sprints @? ?ne scale velocity x enthusiasm x productivity 2-6 sprints 8-20 sprints1-2 sprints changeshock scrumstarts changeweariness Short term Agile Adoption
  • 16. TEAM DESIGN HI Per Lean Practice changeweariness performingself-organising sprints @? ?ne scale velocity x enthusiasm x productivity 2-6 sprints 8-20 sprints1-2 sprints changeshock make/break+clarity Short term Agile Adoption With Agile Coach
  • 17. TEAM DESIGN HI Per Lean Practice perception of maximum performance maturescrum incremental improvements asymptoticallyapproach maximalperformance velocity x enthusiasm x productivity sprints @? long scale 40+ sprints20+ sprints Long term Agile Adoption
  • 18. TEAM DESIGN HI Per Lean Practice Descaling Organisations self-? tasking self-? managing self-? organising self-? selecting self-? guiding degree of? autonomytask design delivery design intra-team design product context team design org¡¯n.context org¡¯n design scope business context
  • 19. TEAM DESIGN HI Per Lean Practice perception of maximum performance re-norming highperformingteamcontinuallyreset performance expectations sprints @? long scale signi?canttry-and-see ¡°productivityhacking¡± velocity x enthusiasm x productivity 40+ sprints20+ sprints Long term Agile Adoption With Agile Coach, effective support from management and emergence of a self-organised, high-performing team *240% increase in productivity **400% increase
  • 20. TEAM DESIGN HI Per Lean Practice Principles of Team Design ? Single overall backlog ? Constant Muri reduction ? Design along lines of least dependency ? Design for feature teams ? Aligned sprint schedule ? Common standards and team norms ? Multi-team continuous integration and continuous delivery ? Common Definitions of Done, potentially Definition of Ready ? Whole team product sprint review ? Onshore-offshore rotation
  • 21. TEAM DESIGN HI Per Lean Practice Muri Muri (ŸoÀí) is a Japanese word meaning "unreasonableness; impossible; beyond one's power; too difficult; by force; perforce; forcibly; compulsorily; excessiveness; immoderation¡±
  • 22. TEAM DESIGN HI Per Lean Practice Muri Measure A lightweight index to make visible the overburden in individuals, teams and scaled groupings. Constantly addressed by an organisation aiming for self-design.
  • 23. TEAM DESIGN HI Per Lean Practice Department X 3.2 (8) Team A 3 ppl 2.3 (4) Team J 6 ppl 3.7 (8) Alex 2 Alice 1 Andrew 4 Joe 8 Jesse 4 Jimmy 5 Jack 1 Jill 2 Jim 2
  • 24. TEAM DESIGN HI Per Lean Practice Common Pitfalls ? Product Ownership capacity ? Scrum Master capacity ? Decomposition along functional lines ? Decomposition along architectural lines ? Decomposition along vendor lines ? Once-off team design ? Varying length of sprints ? Not designing teams for dev-to-ops quality
  • 25. TEAM DESIGN HI Per Lean Practice Common Pitfalls - Scaling Scaled: ? Moving people to fit scope ? Splitting people between teams ? Lack of scrum-of-scrum integration
  • 26. TEAM DESIGN HI Per Lean Practice Thanks!