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How do we form teams?

One question that is constantly coming up is this one – How do we form Scrum Teams?


Here' my opinion – and blunt answer:

It does NOT matter what team you form the first time you will get it wrong!  So what matters is HOW you plan to re-form the teams.  Rather than assuming you can get the correct solution – figure out a way to work toward a better solution.  This is applying the concepts from Complex Adaptive Systems (CAS) the great grandmother of Scrum.  Almost any system with a human is going to be complex – the question is – will it be adaptive.  FIRST - Plan to form your second team – how will you reform teams.  Then it doesn't so much matter what the first (and obviously wrong) team is – you will have a way for that team to decide when & how to reform into a better team.   So now we need some ideas about what might decided when and what might decide who and what might be a measure of good & bad and good enough the criteria by which the team decides to reform.

So I'm not going to tell a group who should be on what team.  I want them to realize there is not a perfect answer – but we do have principles!

What are those principles?  Come on – dig deep – what principles can we draw upon to define Scrum teams?

Here' some background on this – if you want to have an informed opinion about Scrum and team formatting – this is a great place to start…
http://featureteamprimer.org/

"A feature team is “is a long-lived, cross-functional, cross-component team that completes many end-to-end customer features—one by one.” Feature teams are an essential element to scaling up agile development. Without a feature team structure (but instead, a component team organization—based on code ownership, combined with a single-function organization—analyst group, programmer group, testing group, ...) your organization is likely to create numerous wastes and sub-optimizations that lead to a sequential (waterfall, ...) development cycle. Feature teams structure resolves many of these wastes but also introduces change and challenges."

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Exercise:: Definition of Ready & Done

Assuming you are on a Scrum/Agile software development team, then one of the first 'working agreements' you have created with your team is a 'Definition of Done' - right?



Oh - you don't have a definition of what aspects a user story that is done will exhibit. Well then, you need to create a list of attributes of a done story. One way to do this would be to Google 'definition of done' ... here let me do that for you: http://tinyurl.com/3br9o6n. Then you could just use someone else's definition - there DONE!

But that would be cheating -- right? It is not the artifact - the list of done criteria, that is important for your team - it is the act of doing it for themselves, it is that shared understanding of having a debate over some of the gray areas that create a true working agreement. If some of the team believes that a story being done means that there can be no bugs found in the code - but some believe that there can be some minor issues - well, then yo…

Do You Put “CSM” After Your Name?

I’ve noticed a new trend—people have been gaining titles. When I was younger, only doctors had initials (like MD) after their names. I always figured that was because society held doctors, and sometime priests (OFM) in such high regard that we wanted to point out their higher learning. I hope it was to encourage others to apply themselves in school and become doctors also. Could it have been boastful?

The Wikipedia describes these “post-nominal initials”:
Post-nominal letters, also called post-nominal initials, are letters placed after the name of a person to indicate that the individual holds a position, educational degree, accreditation, office, or honor. An individual may use several different sets of post-nominal letters. The order in which these are listed after a name is based on the order of precedence and category of the order. That’s good enough for me.
So I ask you: is the use of CSM or CSP an appropriate use of post-nominal initials?
If your not an agilista, you may wonder …

David's notes on "Drive"

- "The Surprising Truth about what Motivates Us" by Dan Pink.

Amazon book order
What I notice first and really like is the subtle implication in the shadow of the "i" in Drive is a person taking one step in a running motion.  This brings to mind the old saying - "there is no I in TEAM".  There is however a ME in TEAM, and there is an I in DRIVE.  And when one talks about motivating a team or an individual - it all starts with - what's in it for me.

Introduction

Pink starts with an early experiment with monkeys on problem solving.  Seems the monkeys were much better problem solver's than the scientist thought they should be.  This 1949 experiment is explained as the early understanding of motivation.  At the time there were two main drivers of motivation:  biological & external influences.  Harry F. Harlow defines the third drive in a novel theory:  "The performance of the task provided intrinsic reward" (p 3).  This is Dan Pink's M…

Agile Story Estimation via Dog Grooming Exercise

Practice story estimation techniques with this exercise in dog grooming.

Related Post:
Affinity Estimating: A How-To by Sterling Barton.
Dogfood David why I feel like an expert in the concept of eating one's own dogfood.
   Slideshare:  Affinity Estimation - Size 60 Stories in about 20 Minutes.
For each dog below, estimate the work effort (size) required to groom the dog.  Assuming that you have the tools and experience to groom dogs.  Grooming includes washing, drying, combing, nail clipping, and hair triming in some cases.


Start with the ever popular:
Golden Retriever (22-24 in, 50-90 lbs).




The short haired Dachshund (15-28 lbs).



The Standard Poodle (15-18in, 40-80 lbs).




Bernese Mountain Dog (25-28 in., 65-120 lbs).




German Shepherd (23-26 in, 50-90 lbs).



Yorkshire terrier (5 in, <10 lbs).




Beagle (13-16 in, 18-35 lbs).



Boxer (26-31 in, 55-110 lbs).




Bulldog (40-55 lbs).





Labrador Retriever (21-25 in, 55-130 lbs).





Great Dane (28-38 in, 120-200 lbs).




Komondor (25-32 in, 90-130 lbs).


Situational Leadership II Model & Theory

Have you ever been in a situation where you thought the technique needed to move forward was one thing, yet the person leading (your leader) assumed something else was what was needed?  Did you feel misaligned, unheard, marginalized?  Would you believe that 54% of all leaders only use ONE style of leadership - regardless of the situation?  Does that one style of leading work well for the many levels of development we see on a team?

Perhaps your team should investigate one of the most widely used leadership models in the world ("used to train over 5 million managers in the world’s most respected organizations").  And it's not just for the leaders.  The training is most effective when everyone receives the training and uses the model.  The use of a ubiquitous language on your team is a collaboration accelerator.  When everyone is using the same mental model, speaking the same vernacular hours of frustration and discussion may be curtailed, and alignment achieved, outcomes …