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4) TEAM PERFORMANCE - Coggle Diagram
4) TEAM PERFORMANCE
4.2) BUILDING AGILE TEAMS
Team
small
committed to a common purpose
complementary skills
mutually accountable
Generalizing
specialist
T-Shape
Can performance different tasks
Minimize handoffs
Avoid peaks
Can help solve bottlenecks
“swarming” = collective problem solving
How to build
a HPT
Create a share vision
Set realistic goals
Limit team size < 12
Build a sense of team identify
provide strong leadership
Lyssa Adkins 8
Characteristics
Self organized
Empowered
They can solve any problem
Committed to team success
Owns its decisions and commitments
Motivated by trust
Consensus driven
Constructive disagreement
Disfunctions
Absence of trust
Fear of conflict
Lack of commitment
Avoidance of accountability
Inattention to results
Models
Cockburn's
Suhari
Beginners at the
SHU
level
Once we’ve mastered through practice we reach the
HA
In the final stage,
RI
, we reach full mastery
Dreyfus
Novice
Advanced beginner
Competent
Proficient
Expert
Tuckman
Forming - Directing
Storming - Coaching
Norming - Supporting
Performing - Delegating
Team
motivation
Aligned
Align member's personal goals with the project goal
Continuum of
net contribution
Passionate - innovation
Undermining - resistance
Commited - dedication
Active - participation
Passive - compliance
Training,
coaching,
mentoring
Training: teaching a skill through practice and instruction
Coaching: help the coachee to improve their performance
Meet them a half-step ahead
Guarantee safety
Partner with managers
Create positive regard
Mentoring: relationship with a more experienced professional
4.1) FOCUS ON PEOPLE
"The soft stuff is the hard stuff"
Agile roles
VER RESUMEN
PÁG 200
COCOMO II importance of
people vs processes
"
Individuals and interactions
over processes and tools"
4.3) CREATING COLLABORATIVE
TEAM SPACES
Co-located
teams
desirable
Face to face
< 33 feet = 10 m
No physical barriers
team
spaces
caves an common
tacit knowledge
: unwritten info that
is collectively know by the group
draft knowledge
: unwanted info that flows across a team, usually unwanted because it does not affect the project
osmotic comm
: useful info that flows between team m. who are working in close proximmity
physical collocation - virtual collocation
Global,
cultural &
team
diversity
different
time zones
cultures
communication styles
native languages
Distributed
teams
Tools
Videoconf, live chat
Interactive whiteboards
Instant messaging
Survey apps
Presence-base apps
Electronic task board
Web-based meeting facilitartors
Agile.project management software
Virtual card walls
Smart boards
Digital cameras
Wiki sites, collaboration websites
Automated testing tools, automated build tools
CASE tools
Characteristics
More than 1 TM working off-site
Storming & norming more difficult
best practice: start by face 2 face meeting
Tips
Maintain metaphor
Apply frequent communications
Intensify facilitation
Follow best practice for conferences
4.4) TRACKING TEAM
PERFORMANCE
Burn charts
Burndown
The work that remains to be done
Progress line will move downward
Can not distinguish between more
new work and team's progress
Burnup
The work that has been completed
Show changes in scope,
make the impact visible
Progress line will move upward
CFD
Burndown
bar
FALTA BUSCAR INFO,
NO VIENE EN EL LIBRO VERDE
Velocity
Measure of a team's capacity for work per iteration
Help forecast when the project is likely to be done
Measured in the same units the team uses to plan the work
While it may seem to predict ever-increasing velocity
as the team gains experience, velocity does
typically plateau. One reason for this is that, as the
product gets bigger, there is more to maintan, refactor
