Challenges to Teamwork: A Multiple Case Study of Two Agile TeamsViktoriaGulliksen Stray, Nils Brede Moe, and TorgeirDingsoyr12th International Conference, XP 2011 報告者:陳勁霖
Problems • Solving the wrong tasks work on tasks without priority. • Lack of communication approach the leader only in the meeting. • Unreleased potential of learning spend little time on improvement.
North • Goal : redevelop a software package • Years using agile : 2 years • Member : two developers one scrum-master one project manager one product owner Product owner and project manager are situated in another city.
Team Orientation • Product owner was often not available. too many project in same time. • The topics discussed often excluded the developers. • Developers worked less than plan. unrealistic plans.
Team Learning • Did not transform their experience into action. • Solve problems in wrong way. 1. isolate the team without scrum-master. 2. work overtime.
South • Goal : develop CMS-system • Years using agile : 10 years • Member : nine developers one project leader one product owner Product owner is situated in another city.
Team Orientation • Members did not know the project plans • Daily meeting was poor efficiency. only discuss what was going on. • Can’t do truck factor.
Team Learning • some problemsis hard to solve. daily meeting is hard to satisfy everyone.
Why problems happen? • Solving the wrong tasks unrealistic plans、specialization. solve problems without the leader. • Lack of communication hard to communicate with the leader. • Unreleased potential of learning less experience.
Suggestions & Conclusion – (1) • Transition phase processes 1. allocate enough time, resources. 2. make project more flexible. • Action phase processes 1. without external tasks. 2. create a culture for collaboration. 3. the use of visual boards.
Suggestions & Conclusion – (2) • Interpersonal processes 1. provide forums for conflict resolution. 2. encourage team members to give feedback to each other.