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Team Building ; Scrum
Transcript of Team Building ; Scrum
Self-organizing / self-managing, without externally assigned roles
Negotiates commitments with the Product Owner, one Sprint at a time
Has autonomy regarding how to reach commitments
Most successful when located in one team room, particularly for the first few Sprints
Most successful with long-term, full-time membership. Scrum moves work to a flexible learning team and avoids moving people or splitting them between teams. 7 ± 2 members
Has a leadership role
Scrum Development Team
Role & Responsabilities
The Stages of Team
About Building Teams
Single person responsible for maximizing the return on investment (ROI) of the development effort
Responsible for product vision
Constantly re-prioritizes the Product Backlog, adjusting any longterm expectations such as release plans
Final arbiter of requirements questions
Accepts or rejects each product increment
Decides whether to ship
Decides whether to continue development
Considers stakeholder interests
May contribute as a team member a leadership role
Give Our Self a Good Hand
... commitment is not just the physical act of follow-through, but also an emotional necessity or obligation.
Four Critical Conditions for Building Commitment
Identifies expectations, standards, processes, and results and holds employees accountable to them.
Allows autonomy in achieving results.
Creates an environment in which employees are allowed to make mistakes and learn from them.
Is flexible and open to new ideas.
Encourages employees to expand on existing skills and build upon their efforts.
Helps employees figure out how to resolve performance deficits.
Supports behaviors or actions that lead to improved interactions with team members and greater productivity.
Team building ; Scrum project
5 Things to Know About Building Teams
In order for your company to prosper, you must figure out how to build a team that works well together. That can be a difficult task. After all, creating a team means bringing together people with different skillsets and varied personalities to work towards a common goal--a complex undertaking.
When I look at the tactics smart managers implement, I see five common threads to how they approach team-building:
1. Play to Individual Strengths
2. Encourage Transparency
3. Establish Ground Rules
4. Let Them Know You Have Their Back
5. Provide an Incentive
Let Them Know You Have Their Back
As the leader of a team, your team members must know that you have their back and that you are their greatest supporter. I see my primary job to remove obstacles that are in my team's way and to be there to support them when issues arise with a customer or other internal groups. When you team members know they have your unconditional support, they can move forward with confidence.
BY ERIC HOLTZCLAW Company Strategist
Psychologist Bruce Tuckman first came up with the memorable phrase "forming, storming, norming, and performing" in his 1965 article, "Developmental Sequence in Small Groups." He used it to describe the path that most teams follow on their way to high performance. Later, he added a fifth stage, "adjourning" (which is sometimes known as "mourning").
Facilitates the Scrum process
Helps resolve impediments
Creates an environment conducive to team self-organization
ShieldsCaptures empirical data to adjust forecasts the team from external interference and distractions to keep it in group flow (a.k.a. the zone)
Keeps Scrum artifacts visible
Promotes improved engineering practices
Has no management authority over the team (anyone with authority over the team is by definition not its ScrumMaster)
Has a leadership role
In this stage, most team members are positive and polite. Some are anxious, as they haven't fully understood what work the team will do. Others are simply excited about the task ahead.
As leader, you play a dominant role at this stage, because team members' roles and responsibilities aren't clear.
This stage can last for some time, as people start to work together, and as they make an effort to get to know their new colleagues.
Next, the team moves into the storming phase, where people start to push against the boundaries established in the forming stage. This is the stage where many teams fail.
Storming often starts where there is a conflict between team members' natural working styles. People may work in different ways for all sorts of reasons, but if differing working styles cause unforeseen problems, they may become frustrated.
Storming can also happen in other situations. For example, team members may challenge your authority, or jockey for position as their roles are clarified. Or, if you haven't defined clearly how the team will work, people may feel overwhelmed by their workload, or they could be uncomfortable with the approach you're using.
Some may question the worth of the team's goal, and they may resist taking on tasks.
Team members who stick with the task at hand may experience stress, particularly as they don't have the support of established processes, or strong relationships with their colleagues.
Gradually, the team moves into the norming stage. This is when people start to resolve their differences, appreciate colleagues' strengths, and respect your authority as a leader.
Now that your team members know one-another better, they may socialize together, and they are able to ask each other for help and provide constructive feedback. People develop a stronger commitment to the team goal, and you start to see good progress towards it.
There is often a prolonged overlap between storming and norming, because, as new tasks come up, the team may lapse back into behavior from the storming stage.
The team reaches the performing stage when hard work leads, without friction, to the achievement of the team's goal. The structures and processes that you have set up support this well.
As leader, you can delegate much of your work, and you can concentrate on developing team members.
It feels easy to be part of the team at this stage, and people who join or leave won't disrupt performance.
Many teams will reach this stage eventually. For example, project teams exist for only a fixed period, and even permanent teams may be disbanded through organizational restructuring.
Team members who like routine, or who have developed close working relationships with other team members, may find this stage difficult, particularly if their future now looks uncertain.
Do we have a team?
A group of people or a team?
Teams are a lot like families, and you need to let them work things out on their own. When things start to go awry, bring together those who aren't getting along and make them work through their concerns. Don't let them put you in the middle of a he said/she said situation. Your primary job is to help team members understand each other better.
This approach will feel uncomfortable, but if they learn that your go-to strategy is to bring them together to work it out, they will start trying that on their own and will only involve you when absolutely necessary.
C Coe, A Zenhnder, D Kinlaw, coaching for Commitment, Achieving Superior Performance from individuals and teams, Third Edition, Pfeiffer, 2008
Establish Ground Rules
Your team needs to know how you like to operate. I'm a solution oriented manager. I am fine with talking about problems with a project or an approach, but I insist that everyone contribute ideas for resolution. When issues arise, and they will, I don't want to get caught up in whose fault it is, or why it happened. I prefer to take time to do that at an established and appropriate time later. I am known to say, "Don't bring me a problem without a solution" and, "I don't want to know why we can't do it, I want to focus on how we can."
Other managers prefer to do root cause analysis immediately and then move forward from that point with a solution. Everyone's style is different, and it is often based on the type of work you do. The important thing is that your team knows your preferred work style so everyone is thinking toward that same goal.
Provide an Incentive
Create a goal that your team can work towards--a day off at the end of the quarter, flexibility in their work schedule, or a bonus. Realize that just as your team members have different skills, they probably respond to different incentives, so rotating through the types of incentives you provide or allowing for flexibility is key to the success of an incentive.
I always have team members who prefer time off or an experience over money. A bonus program, while nice, doesn't have the same impact as providing an extra day off or a gift certificate to a nice restaurant. It comes back to knowing that everyone's different.