iit academy: team design 202
TRANSCRIPT
TEAM DESIGNHI Per Lean Practice
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Steven Ma at Industrie IT.
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Attributions
TEAM DESIGNHI Per Lean Practice
Goals - people
• Invest in long term, high performing teams • Create conditions for self-management • Continuously design for muri reduction
TEAM DESIGNHI 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 DESIGNHI Per Lean Practice
Goals - process
• Do what is prudent • Reduce unevenness (mura) • Continuously improve
TEAM DESIGNHI Per Lean Practice
Guiding Principles
• Long term teams • Adoption curve • Team autonomy maturity • Guiding principles of agile team design • Muri index • Design
TEAM DESIGNHI 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 DESIGNHI Per Lean Practice
TEAM PERFORMANCE
TEA
M T
O P
ERFO
RM
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 DESIGNHI Per Lean Practice
TRADITIONAL RESOURCE MANAGEMENT
TEA
M T
O P
ERFO
RM
PROJECT 1 PROJECT 2 PROJECT 3
• HAVE DIFFERENT PEOPLE
• RE-LEARN TEAM NORMS
• STARTS WITH ZERO PERFORMANCEBEHAVIOUR
• 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 DESIGNHI Per Lean Practice
CONSTANTLY RE-REFORMING TEAMS: PORTFOLIO VIEW
WAT
ERFA
LL P
OR
TFO
LIO
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
ACROSSPORTFOLIO
TEAM DESIGNHI Per Lean Practice
WHY PRESERVE PERFORMANCE?
TEA
M P
ERFO
RM
AN
CE
SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5
HIGH PERFORMANCE
TEAM
MEDIUM PERFORMANCE
TEAM
POOR TEAM
~240% greater
TEAM DESIGNHI Per Lean Practice
KEEPING TEAMS TOGETHER
TEA
M P
ERFO
RM
AN
CE
SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5
TEAM
TEAM DESIGNHI Per Lean Practice
FIXED TEAMS, INDIVIDUAL ROTATIONS
TEAM A
TEAM B
TEAM C
TEAM D
JUL
JANFEB
OCT
Rotate individuals occasionally forpersonal and professional growth
TEAM DESIGNHI Per Lean Practice
Adoption CurveTeams 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 DESIGNHI Per Lean Practice
origi
nal v
elocit
ych
ange
unce
rtaint
y mak
e-or
-bre
ak
point
peak
enth
usias
m
“the m
omen
tof
clar
ity”
perfo
rming
self-d
iagno
sing
self-o
rgan
ising
sprints @fine scale
velocity xenthusiasm xproductivity
2-6 sprints 8-20 sprints1-2 sprints
chan
gesh
ock
scru
m st
arts
chan
gewe
arine
ss
Short term Agile Adoption
TEAM DESIGNHI Per Lean Practice
chan
gewe
arine
ss perfo
rming
self-o
rgan
ising
sprints @fine scale
velocity xenthusiasm xproductivity
2-6 sprints 8-20 sprints1-2 sprints
chan
gesh
ock
mak
e/bre
ak+
clarit
y Short term Agile Adoption
With Agile Coach
TEAM DESIGNHI Per Lean Practice
perception of maximum performance
matu
re sc
rum
incre
men
talim
prov
emen
ts
asym
ptot
ically
appr
oach
max
imal
perfo
rman
ce
velocity xenthusiasm xproductivity
sprints @long scale
40+ sprints20+ sprints
Long term Agile Adoption
TEAM DESIGNHI Per Lean Practice
Descaling Organisations
self-tasking
self-managing
self-organising
self-selecting
self-guiding
degree ofautonomytask design
delivery designintra-team design
product contextteam design
org’n.contextorg’n design
scope
business context
TEAM DESIGNHI Per Lean Practice
perception of maximum performance
re-n
orm
ing
high
perfo
rming
team
cont
inuall
y res
et
perfo
rman
ce
expe
ctatio
ns
sprints @long scale
signifi
cant
try-a
nd-se
e
“pro
ducti
vity h
ackin
g”
velocity xenthusiasm xproductivity
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 DESIGNHI 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 DESIGNHI Per Lean Practice
MuriMuri (無理) is a Japanese word meaning "unreasonableness; impossible; beyond one's power; too difficult; by force; perforce; forcibly; compulsorily; excessiveness; immoderation”
TEAM DESIGNHI Per Lean Practice
Muri MeasureA lightweight index to make visible the overburden in individuals, teams and scaled groupings.
Constantly addressed by an organisation aiming for self-design.
TEAM DESIGNHI Per Lean Practice
Department X3.2 (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 DESIGNHI 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 DESIGNHI Per Lean Practice
Common Pitfalls - ScalingScaled:• Moving people to fit scope • Splitting people between teams • Lack of scrum-of-scrum integration