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Herding Pigs: Managing Self-Organizing TeamsMike VincentArchitect, ALM CoachMVA Software
SESSION CODE: DPR305
Herding Pigs – Managing Self Organizing Teams
U
Used with permission, Michael Vizdos, www.ImplementingScrum.com
So, What’s the point? Tactics for managing self organizing teamsKey principles for managing people to maximize productivityLeverage the best engineering practices and tools for both team and management effectiveness
Teams of Motivated People that get the job done
Why Self-organizing Teams?
How Do You Manage a Self-Organizing Team?
The Role of Managing Self Organizing Teams
Performing
Norming
Storming
Forming
Boundaries!Make the context of self-organization well known
Subtle control and influence
Empower the team
Individuals and Interactions
Respect People
Managing People
KITA -Management
by
Motivation or
Management by
Movement?
Herzberg’s Motivation-Hygiene TheoryTwo scales to be managed
Motivation - work contentHygiene - work context
Series1
MotivationWork Context
Dissatisfaction No Dissatisfaction
No Satisfaction Satisfaction
How’s the work context?
Work context factors lead to job dissatisfaction when inadequate
- When improved they lead to no job dissatisfaction
Series1
MotivationWork Context
Dissatisfaction No Dissatisfaction
No Satisfaction Satisfaction
Management of the Work Context (Hygiene)Proper Management
Identify type of hygieneGive hygiene for hygiene purposesGive hygiene for what hurtsKeep hygiene administration simpleGive it and shut up about it
Movement = f( extrinsic fear and extrinsic reward)
Motivation
Motivator factors lead to job satisfaction when present
- When absent there is no job satisfaction
Series1
MotivationJob Context
Dissatisfaction No Dissatisfaction
No Satisfaction Satisfaction
MotivatorsJob satisfaction factors
AchievementRecognitionWork itselfResponsibilityAdvancement
Management of MotivatorsIs hygiene getting in the way?Technical competence OK?Are we using people’s capabilities?All attitudes are proper attitudesWhich behavior is being reinforced and how?
Ability OpportunityMotivation = f(---------------; -------------------; What is Reinforced) Potential Ability
So, are our self-organizing teams getting the job done?
Productivity = f(Technology, Motivation)
Leverage Best Engineering Processes and Tools
Visual Studio 2010 ALMWork items track progressManaging qualityReports and Dashboards
Team benefitsManagement benefitsThe good, bad, and ugly
Code ReviewsUnit Testing
Code CoverageTest Driven Development
Code AnalysisCode MetricsApplication Profiling
Scrum SmellsLoss of RhythmTalking ChickensMissing PigsFailing Backlog ManagementPersistent Signatures ScrumMaster Assigns Work The Daily Scrum is For the ScrumMaster Specialized Job Roles Testers will not integrate with TeamReluctance to estimate Backlog ItemsIs It Really Done?
Nothing Ever Changes Around HereNo One Wants to Attend RetrospectivesExecutive PressureMissing Sprint CommitmentNot Acting Like a TeamNo Engineering PracticesGorilla in the RoomTechnical Debt
Sprint RetrospectiveLook 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 areaMetrics• Look at key reportsWhole team participatesCan get emotional• Exercise-driven
TakeawaysSelf-organizing teams need some leadership to stay focused on the proper objectives
Effective coaching facilitates the team coming together with self-organizationBoundaries focus the context of self-organizationUse subtle control and influenceEmpower the teamValue individuals and interactionsRespect peopleFocus team on deadlines
TakeawaysSelf-organizing teams need some leadership to stay focused on the proper objectivesMotivation 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
Resources for More InformationOne 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 1976Work and the Nature of Man Fredrick Herzberg, New American Library, Mentor, 1973The Enterprise and Scrum Ken Schwaber, Microsoft Press, 2007http://www.mountaingoatsoftware.com/articles/11-toward-a-catalog-of-scrum-smells, Mike Cohnhttp://agilepainrelief.com/notesfromatooluser/2008/06/agilescrum-smells.html, Mark Levisonhttp://msdn.microsoft.com/en-us/library/dd997578(v=VS.100).aspx, Jeff SutherlandDevelopmental sequence in small groups, Bruce W. Tuckman Psychological Bulletin, Volume 63, Number 6 1965
Related ContentBreakout Sessions
DPR205 | Understand the Professional Scrum Developer Training and Certification ProgramDPR306 | Metrics That Matter: Real Measures to Improve Software DevelopmentPRC07 | The Agile Methodology Demystified: Implementing Agile in Your OrganizationDPR201 | Lean Thinking, Hefty ResultsDPR307 | Scrum vs. Kanban: Enemies or SynergiesDPR301 | ALM Success Story: How Blending Methodologies Prevented a Potential Train WreckBOF02-DV | What's Really Happening with Agile Teams in the Wild?
Product Demo Stations TLC-12 | Microsoft Visual Studio Team Foundation Server 2010
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© 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
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