herding pigs managing self organizing teams
Download
Skip this Video
Download Presentation
Herding Pigs: Managing Self-Organizing Teams

Loading in 2 Seconds...

play fullscreen
1 / 51

Herding Pigs: Managing Self-Organizing Teams - PowerPoint PPT Presentation


  • 122 Views
  • Uploaded on

Required Slide. SESSION CODE: DPR305. Herding Pigs: Managing Self-Organizing Teams. Mike Vincent Architect, ALM Coach MVA Software. Herding Pigs – Managing Self Organizing Teams. U. Used with permission, Michael Vizdos , www.ImplementingScrum.com. So, What’s the point? .

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Herding Pigs: Managing Self-Organizing Teams' - fisk


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
herding pigs managing self organizing teams

Required Slide

SESSION CODE: DPR305

Herding Pigs: Managing Self-Organizing Teams

Mike Vincent

Architect, ALM Coach

MVA Software

slide3

U

Used with permission, Michael Vizdos, www.ImplementingScrum.com

so what s the point
So, What’s the point?
  • Tactics for managing self organizing teams
  • Key principles for managing people to maximize productivity
  • Leverage the best engineering practices and tools for both team and management effectiveness
slide10

Performing

Norming

Forming

Storming

herzberg s motivation hygiene theory
Herzberg’s Motivation-Hygiene Theory

Two scales to be managed

  • Motivation - work content
  • Hygiene - work context

No Satisfaction Satisfaction

Dissatisfaction No Dissatisfaction

slide22
Work context factors lead to job dissatisfaction when inadequate

- When improved they lead to no job dissatisfaction

No Satisfaction Satisfaction

Dissatisfaction No Dissatisfaction

management of the work context hygiene
Management of the Work Context (Hygiene)
  • Proper Management
    • Identify type of hygiene
    • Give hygiene for hygiene purposes
    • Give hygiene for what hurts
    • Keep hygiene administration simple
    • Give it and shut up about it
slide26
Motivator factors lead to job satisfaction when present

- When absent there is no job satisfaction

No Satisfaction Satisfaction

Dissatisfaction No Dissatisfaction

motivators
Motivators
  • Job satisfaction factors
    • Achievement
    • Recognition
    • Work itself
    • Responsibility
    • Advancement
management of motivators
Management of Motivators
  • Is hygiene getting in the way?
  • Technical competence OK?
  • Are we using people’s capabilities?
  • All attitudes are proper attitudes
  • Which behavior is being reinforced and how?
slide29

Ability OpportunityMotivation = f(---------------; -------------------; What is Reinforced) Potential Ability

leverage best engineering processes and tools
Leverage Best Engineering Processes and Tools

Visual Studio 2010 ALM

  • Work items track progress
  • Managing quality
  • Reports and Dashboards
    • Team benefits
    • Management benefits
    • The good, bad, and ugly
slide34
Code Reviews
  • Unit Testing
    • Code Coverage
    • Test Driven Development
  • Code Analysis
  • Code Metrics
  • Application Profiling
scrum smells
Scrum Smells
  • Loss of Rhythm
  • Talking Chickens
  • Missing Pigs
  • Failing Backlog Management
  • Persistent Signatures
  • ScrumMaster Assigns Work
  • The Daily Scrum is For the ScrumMaster
  • Specialized Job Roles
  • Testers will not integrate with Team
  • Reluctance to estimate Backlog Items
  • Is It Really Done?
  • Nothing Ever Changes Around Here
  • No One Wants to Attend Retrospectives
  • Executive Pressure
  • Missing Sprint Commitment
  • Not Acting Like a Team
  • No Engineering Practices
  • Gorilla in the Room
  • Technical Debt
sprint retrospective
Sprint Retrospective
  • Look back
    • What did we do well?
    • What didn’t we do well?
  • Look forward
    • Generate actions for the next sprint
    • Tasks for next backlog
    • Add to a wall chart in team area
  • Metrics
    • Look at key reports
  • Whole team participates
  • Can get emotional
    • Exercise-driven
takeaways
Takeaways
  • Self-organizing teams need some leadership to stay focused on the proper objectives
    • Effective coaching facilitates the team coming together with self-organization
    • Boundaries focus the context of self-organization
    • Use subtle control and influence
    • Empower the team
    • Value individuals and interactions
    • Respect people
    • Focus team on deadlines
takeaways43
Takeaways
  • Self-organizing teams need some leadership to stay focused on the proper objectives
  • Motivation comes from the work itself and can be continually re-energizing. That’s what self-organizing teams are all about.
  • A productive, healthy work context is essential to keeping your teams working at full potential.

Leverage the best engineering practices and tools for both team and management effectiveness

questions
Questions

?

Mike Vincent

MVA Software

[email protected]

www.mvasoftware.net

resources for more information
Resources for More Information
  • One More Time: How Do You Motivate Employees?, Fredrick Herzberg Harvard Business Review, January-February 1968.
  • The Managerial Choice – To be efficient and to be human Fredrick Herzberg, Dow Jones-Irwin 1976
  • Work and the Nature of Man Fredrick Herzberg, New American Library, Mentor, 1973
  • The Enterprise and Scrum Ken Schwaber, Microsoft Press, 2007
  • http://www.mountaingoatsoftware.com/articles/11-toward-a-catalog-of-scrum-smells, Mike Cohn
  • http://agilepainrelief.com/notesfromatooluser/2008/06/agilescrum-smells.html, Mark Levison
  • http://msdn.microsoft.com/en-us/library/dd997578(v=VS.100).aspx, Jeff Sutherland
  • Developmental sequence in small groups, Bruce W. TuckmanPsychological Bulletin, Volume 63, Number 6 1965
related content

Required Slide

Speakers,

please list the Breakout Sessions, TLC Interactive Theaters , Labs and Demo Stationsthat are related to your session.

Related Content
  • Breakout Sessions
    • DPR205 | Understand the Professional Scrum Developer Training and Certification Program
    • DPR306 | Metrics That Matter: Real Measures to Improve Software Development
    • PRC07 | The Agile Methodology Demystified: Implementing Agile in Your Organization
    • DPR201 | Lean Thinking, Hefty Results
    • DPR307 | Scrum vs. Kanban: Enemies or Synergies
    • DPR301 | ALM Success Story: How Blending Methodologies Prevented a Potential Train Wreck
    • BOF02-DV | What\'s Really Happening with Agile Teams in the Wild?
  • Product Demo Stations
    • TLC-12 | Microsoft Visual Studio Team Foundation Server 2010
resources

Required Slide

Resources

Learning

  • Sessions On-Demand & Community
  • Microsoft Certification & Training Resources

www.microsoft.com/teched

www.microsoft.com/learning

  • Resources for IT Professionals
  • Resources for Developers
  • http://microsoft.com/technet
  • http://microsoft.com/msdn
slide48

Required Slide

Complete an evaluation on CommNet and enter to win!

slide49

Sign up for Tech·Ed 2011 and save $500 starting June 8 – June 31st

http://northamerica.msteched.com/registration

You can also register at the North America 2011 kiosk located at registrationJoin us in Atlanta next year

slide50

© 2010 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.

The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

ad