self organizing agile teams
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The document explores the self-organization of agile teams based on research and practical observations, highlighting essential roles, practices, and environmental factors that influence their effectiveness. It emphasizes the importance of autonomy, collaboration, and continuous learning, while also addressing common challenges and suggesting practices to overcome them. Key tips are provided for team effectiveness, including the need for management support and a collaborative culture.
![inspiration
• Hoda, R., Noble, J., Marshall, S. Self-Organizing Roles on Agile Software Development
Teams. IEEE Transactions on Software Engineering (TSE), Vol. 39, Issue 3, Pages
422-444, 2013 (pdf)
• Hoda, R., Noble, J., Marshall, S. Supporting Self-organizing Agile Teams What’s Senior
Management Got to Do with It?. In A. Silitti, O. Hazzan, E. Bache, & X. Albaladejo
(Eds.), Agile Processes in Software Engineering and Extreme Programming (Vol. 77, pp.
73-87). SPRINGER-VERLAG BERLIN, 2011
• Hoda, R. Self-Organizing Agile Teams: A Grounded Theory. PhD Thesis ,Victoria University
of Wellington, New Zealand, 2011 [PDF]
• Agile Undercover: When Customer Don’t Collaborate. Agile Professionals Network (APN),
Auckland, August 2013 [Slides]
• High Performance Team Coaching, Peters & Carr (book)
• Objectives and Key Results (refer to Learnathon folder)](https://image.slidesharecdn.com/selforganizedteams-150210145949-conversion-gate02/85/self-organizing-agile-teams-29-320.jpg)
self organizing agile teams
- 1. self organizing agile teams roles, practices, factors Nikos Batsios, Agile Coach/ScM @ IXG, PDU Mobile Core Ericsson’s HTE Learnathon, 4th & 5th February 2015
- 2. based on • a grounded theory on “self organized agile teams” Dr. Rashina Hoda • a single confirmatory case study on a new agile team, through participant observation for one year and individual interviews - personal study
- 3. how agile teams organize themselves in practice? after the workshop it is expected that you will better understand the various roles, practices and factors affecting self-organization and you might get a few insights how you could enable self-organization
- 4. –Jurgen Appelo M3.0 “self-organization cannot be a best practice. it is the default practice of any system, including teams. but what happens, also happening in the right direction? ”
- 5. –Jurgen Appelo M3.0 “command and control is a special case, our attempt to steer self-organizing systems towards a direction that stakeholder considered to be valuable”
- 7. principles of self organization • minimum critical specification • requisite variety • redundancy of functions • learning to learn
- 8. conditions for self organizing capability • autonomy • cross fertilization • self-transcendence
- 9. informal, transient, implicit, spontaneous self- organizing roles on agile teams
- 10. imagine that a new agile team is formed in your organization! which spontaneous and informal roles (other than those described by a specific framework) do you think that this agile team should handle that will help them to self- organize? which responsibilities should take care? your view as team member, agile coach, manager matters. (5’)
- 11. <mentor> • provide initial guidance and support • getting team confident • encouraging continued adherence • encouraging self-organizing practices
- 12. <co-ordinator> • coordinating customer & stakeholders collaboration • coordinating change requests • managing customer & stakeholders expectations • encouraging self-organizing practices
- 13. <translator> • overcoming the barrier language • using translator tools
- 14. <champion> • securing senior management support • propagating more teams
- 15. <promoter> • understanding customer and stakeholders concerns • securing customer involvement
- 16. <terminator> • identifying threatening team members • removing members from the team
- 17. tips • consider Richard Hackman’s 60-30-10 principle • 60% of team effectiveness is related to team design • 30% of team effectiveness is related to team launch • 10% of team effectiveness is related to continuous coaching
- 18. “balancing acts” practices that enable self-organization
- 19. what challenges this newly agile team might face in their journey to self-organziation? what practices could enable self-organization? (5’)
- 20. balancing freedom and responsibility • collective decision making (collective estimation and planning, collective deciding team norms and principles, self-commitment and shared responsibility on team goals) • self-assignment (boards, ownership) • self-monitoring (daily meetings, information radiators) • clear roles responsibilities, boundaries, purpose
- 21. balancing cross-functionality and specialization • need for specialization (multiple perspectives) • encouraging cross-functionality (group programming, seek opportunities to work outside of their area of expertise, shared responsibility, rotation)
- 22. balancing continuous learning and iteration pressure • self evaluation (retrospectives, reviews) • self-improvement (pair in need, learning spikes)
- 23. tips • work on the agile mindset (goal is to learn, learn from failures) • a team assessment could help to identify team’s strengths and weaknesses • a team launch to define purpose, norms, agreements and values will help team to set their direction • using OKRs could help to define their measurable goals in alignment with the organization goals
- 25. which do you think are the factors in the environment a team is operating that can influence the success of a self-organized agile team? (5’)
- 26. mangement support • organizational “collaboration”culture that embrace feedback, transparency, openness, trust, synergy, partnership, interaction. such values are deemed important to achieve and sustain responsible autonomy • negotiating contracts • financial sponsorship • team stability, hiring-removing members based on their fit into an “agile” culture • understand the benefits of being agile for business drivers and trigger required changes
- 27. customer & stakeholders collaboration • gathering and clarifying and prioritizing requirements • securing feedback • changing mindset • demos and e-collaboration
- 28. tips • understand your culture and “tweak” it to make it work in an agile environment • train management, customer, stakeholders on agile methods and the benefits of being agile • pilot ensuring their support and involvement
- 29. inspiration • Hoda, R., Noble, J., Marshall, S. Self-Organizing Roles on Agile Software Development Teams. IEEE Transactions on Software Engineering (TSE), Vol. 39, Issue 3, Pages 422-444, 2013 (pdf) • Hoda, R., Noble, J., Marshall, S. Supporting Self-organizing Agile Teams What’s Senior Management Got to Do with It?. In A. Silitti, O. Hazzan, E. Bache, & X. Albaladejo (Eds.), Agile Processes in Software Engineering and Extreme Programming (Vol. 77, pp. 73-87). SPRINGER-VERLAG BERLIN, 2011 • Hoda, R. Self-Organizing Agile Teams: A Grounded Theory. PhD Thesis ,Victoria University of Wellington, New Zealand, 2011 [PDF] • Agile Undercover: When Customer Don’t Collaborate. Agile Professionals Network (APN), Auckland, August 2013 [Slides] • High Performance Team Coaching, Peters & Carr (book) • Objectives and Key Results (refer to Learnathon folder)
- 30. thank you