Team Dynamics

Team Dynamics

Teams are a common theme in the discussion of how Agile delivers value.  Teams are a collection of individuals that bring a range of capabilities.  Some people are specialists, others generalists and a very few are  renaissance people that are great at a wide range of activities.  Understanding the depth and breadth of capabilities in team members provides the team with the flexibility to dynamically allocate capabilities based on the technical context and business need (staff liquidity).  This is an incredibly powerful theory that only works if the team dynamics are conducive.  Team dynamics are an expression of how the team interacts with each other and those outside the team. When assessing the dynamics of a team there are many factors that are important; however, a few are more critical than others. (more…)

Listen Now

Subscribe on iTunes                   Check out the podcast on Google Play Music

The Software Process and Measurement Cast 399 features our essay titled, Storytelling: Developing The Big Picture for Agile Efforts. Agile reminds us that the focus of any set of requirements needs to be on an outcome rather than a collection of whats and whos.  Storytelling is a powerful tool to elevate even the most diehard requirements analyst from a discussion of individual requirements to a discussion of outcomes. Before we can generate a backlog composed of features, epics, and user stories, we need to understand the big picture.

Our second column is a visit to Gene Hughson’s Form Follows Function Blog.  We discussed an entry titled A Meaningful Manifesto for IT.  Do we need a manifesto to know that how well we are meeting the needs of our customers is a reflection of how fit IT is for purpose? Perhaps the answer is yes, if for no other purpose than to ensure we make sure that what we deliver is not a waste of money.

Anchoring the cast this week is the Software Sensei, Kim Pries.  Kim discusses the role of deliberate practice in increasing the capability and capacity of teams. Kim’s provides practical advice on improving team performance.

Re-Read Saturday News

This week we begin the Re-read Saturday of  Kent Beck’s XP Explained, Second Edition with a discussion of the Preface and Chapter 1.  These sections provide a definition of XP and context for the diving into the principles and techniques. Using the link to XP Explained when you buy your copy to read along will support both the blog and podcast. Visit the Software Process and Measurement Blog (www.tcagley.wordpress.com) to catch up on past installments of Re-Read Saturday.

Next SPaMCAST

The next Software Process and Measurement Cast, #400!, features our interview with Jim Benson. Jim and I talked about personal Kanban, micromanagement, work-in-process limits, pattern matching, pomodoro and more. This was a marvelous interview to commemorate our first 400 shows!

Shameless Ad for my book!

Mastering Software Project Management: Best Practices, Tools and Techniques co-authored by Murali Chematuri and myself and published by J. Ross Publishing. We have received unsolicited reviews like the following: “This book will prove that software projects should not be a tedious process, for you or your team.” Support SPaMCAST by buying the book here. Available in English and Chinese.

Pi(e)-shaped person?

Pi(e)-shaped person?

Many Agile discussions talk about team members as generalizing specialists.  Generalizing specialists are individuals that have a specialty; however, they also have broad levels of experience that can be applied.  Tim Brown of IDEO coined term ‘T-shaped people’ (or skills) to describe this combination of specialization and experience.  There are a number of other letter- or symbol-based metaphors, sort of an alphabet soup of metaphors, that describe the type of person you might find in a team. (more…)

Looking at the map to starting an Agile effort?

Looking at the map to starting an Agile effort?

What is needed to start an Agile project?  There are a number of requirements for beginning an Agile effort.  Those requirements typically include a big picture understanding of the business need, a budget, resources, and a team.   Somewhere in that mess, someone needs to understand if there are any unchangeable constraints. A high-level view of the five categories of requirements for starting an Agile effort are:  (more…)