21.05.19 agile team building agile-od.com
- 2. 1. Start with WHY 2. Articulate WHAT you want to develop 3. Carefully consider WHO you want to recruit 4. Think of the HOW 5. Recruit the Team 6. Launch with a bang
- 3. 1. Start with WHY ▪ Does this team need to be agile? ▪ Agile teams are inherently small: magic number 7 plus minus 2 ▪ Agile teams run in iterations: there are places where waterfall is better ▪ Agile teams are flat: there are places where traditional boss roles are more fitting
- 4. Agile is messy time outcome first step second step thereafter time output Waterfall Project Management Agile Product Development
- 5. Waterfall Project Management One waterfall No testing until completed Agile Product Development vs Many Sprint iterations Many Small test with MVPs vs vs Waterfall is sleek, agile can be tedious
- 6. Traditional Organization Agile Organization vs • Centralized hierarchical structure • Leaders make strategic decisions • Middle managers make tactical decisions and gives instructions • Rank & file execute and deliver • Functional silos • Decentralized network structure • Self-organization • Team makes its own decisions • Leaders and managers as facilitators and coaches • Cross-functional teams More responsibilities to team members in agile teams: it’s a lot of work!
- 7. Warning: There is a temporary loss of productivity when learning agile ▪ J-curve effect: there is a learning curve to agile. ▪ If not addressed and expectation managed upfront… • This is counterproductive. I don’t get the point. • It’s so painful, why can’t we do it our normal way? • Why are we doing this? It’s a waste of time. • I don’t believe this is a good idea. Count me out. • Agile doesn’t work. time productivity And unless agile is learned and practiced properly, there is no productivity gain
- 8. Which flavor of agile would you like to learn? Waterfall Lean Startup Build Measure Learn Design Thinking Empathize Define Ideate Prototype Test vs Scrum
- 9. It’s a heavy effort to learn agile Old habits are hard to die; for most people, learning agile requires de-learning of old ways-of-working https://agile-od.com/lean-agile/a-pretty- good-summary-of-lean-agile-scrum https://agile-od.com/101 https://agile-od.com/scrum-sprint-pilot https://agile-od.com/lean-agile/welcome- to-design-thinking https://agile-od.com/lean-agile/lean- leanmanufacturing-leanstartup
- 10. But agile tends to make money faster in risky markets… Investment Probability of Success Return of Success Weighted Average ROI Investment in 1 go $100 20% x20 $200 Investment in 5 iterations Each iteration +20% “Kaizen” (continuous improvement) $20 20% x20 $80 $20 40% x20 $160 $20 60% x20 $240 $20 80% x20 $320 $20 100% x20 $400 Outcome $100 $1,200 Product Market Fit NAILED ROI 3x Now you can MILK THE COW Agile DE-RISKS Agile MAKES MONEY Assumptions Investment Probability of Success Return on Success Weighted Average ROI Investment in one go $100 20% x20 $400 It doesn’t stop here High risk, high return opportunity
- 11. simple complicated complex chaotic And when it comes to complex problem solving, agile is the only way algorithmic task handling heuristic problem solving Easy to duplicate results Many expert steps required, yet predictable results Known ways to do and confidence in satisfactory outcome, but details of outcome unpredictable. Both how to do and outcome unpredictable We often confuse complicated, with complex
- 12. 2. Articulate WHAT you want to develop ▪ A purpose driven team is strong. If you have your WHY and WHAT clear, it’s easier to attract talent and sponsorship. ▪ Invest time and effort in articulating what you want to develop, and why. https://agile-od.com/lean-agile/rapid-design-thinking-template
- 13. 3. Carefully consider WHO you want to recruit ▪ Agile teams are cross-functional. What balance of talent do you need for your team to be complete and self-sustaining? ▪ Agile teams are flat. Can you hire people who can work together in an autonomous, self-organized, we lead each other, follow each other way? ▪ Agile projects are inherently risky (otherwise what’s the point of doing agile). Are the people you’re hiring risk takers? Would they have the grit to persevere together? You’re not done. Don’t start recruiting team members yet.
- 14. 4. Think of the HOW ▪ Two areas to think of “how”, actually: ▪ How to develop the product ▪ How to develop the team
- 15. How to develop the product Advice: Don’t fall in the methodology trap, start with a light-weight approach Lean Startup Build Measure Learn Design Thinking Empathize Define Ideate Prototype Test Scrum Walking skeleton prototyping
- 16. Tuckman’s four stages of group development Form STORM Norm Perform How to develop the team It’s a journey
- 17. Design your Team What does success look like? Source: • https://theteamc anvas.com • https://mural.co
- 18. 5. Recruit the Team ▪ Don’t assign, allocate, place ▪ Instead, invite, enroll ▪ Let people walk into your team at their own volition; it’s much more powerful and sticky
- 19. 6. Launch with a bang Clarify intent Formulate approach Align Learn together Storm Good luck!