Difference between revisions of "Stable team"
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As with all good teams, everyone is !rst accountable for the teams gear, followed by their teammates gear, and !nally their personal gear. This assures that no-one stands around waiting for the team to get ready, or for the team to clean and stow their gear after the session. | As with all good teams, everyone is !rst accountable for the teams gear, followed by their teammates gear, and !nally their personal gear. This assures that no-one stands around waiting for the team to get ready, or for the team to clean and stow their gear after the session. | ||
|therefore full=Evolve stable, resilient, co-located, and multi-disciplinary {{p|development team}}s. Don't let anyone touch it. In {{p|scrum}}, the {{p|product owner}} and {{p|scrum master}} will aggressively push back on anything that can potentially disrupt the team dynamic and high communication bandwidth in hyperproductive teams. | |therefore full=Evolve stable, resilient, co-located, and multi-disciplinary {{p|development team}}s. Don't let anyone touch it. In {{p|scrum}}, the {{p|product owner}} and {{p|scrum master}} will aggressively push back on anything that can potentially disrupt the team dynamic and high communication bandwidth in hyperproductive teams. | ||
|new=Make every {{p|development team}} and {{p|community of practice}} create and evolve a {{p|team charter}}. Cultivate the {{p|stable team}} in an {{p|obeya}}. | |new=Make every {{p|development team}} and {{p|community of practice}} or {{p|guild}} create and evolve a {{p|team charter}}. Cultivate the {{p|stable team}} in an {{p|obeya}}. Use a {{usage|unity of purpose}}. | ||
|to=get started | |to=get started | ||
}} | }} | ||
Revision as of 17:08, 7 February 2014
…collaborative product discovery with multiple development teams.
✣ ✣ ✣
Quality, predictability and sustainability are highly valued by clients and the market.
Any product owner wants sharp and focused development teams that are:
- stable;
- predictable;
- co-located (obeya);
- sustainable paced;
- t-shaped—both the team and its members;
- resilient, i.e. having a moderate truck number.
Productivity differences of stable teams are huge and increase:
- quality of work;
- satisfaction;
- joy in work stuff;
- customer delight;
- customer satisfaction
Customer delight drives profitability and gives reason for existence.
As with all good teams, everyone is !rst accountable for the teams gear, followed by their teammates gear, and !nally their personal gear. This assures that no-one stands around waiting for the team to get ready, or for the team to clean and stow their gear after the session.
Therefore:
Evolve stable, resilient, co-located, and multi-disciplinary development teams. Don't let anyone touch it. In scrum, the product owner and scrum master will aggressively push back on anything that can potentially disrupt the team dynamic and high communication bandwidth in hyperproductive teams.
✣ ✣ ✣
Make every development team and community of practice or guild create and evolve a team charter. Cultivate the stable team in an obeya. Use a unity of purpose to give direction, align forces, and pursue meaningful work.
✣ ✣ ✣
New
About ask for help when working in teams:
- Being great means not accepting the old way of doing things. Being great requires that you intentionally change your behavior after thinking about the ideal way to behave, and then following through with courage.
Source
- XP?
- Organizational Pattern Language?
- http://www.infoq.com/news/2013/04/stable-teams
- http://blogs.hbr.org/hmu/2013/08/how-to-reward-your-stellar-tea.html
- http://blogs.hbr.org/2013/11/taking-over-from-an-incompetent-team-leader/