D4 -Team Performance Flashcards
A _____is a representative of a number of customers or a team
Proxy customer
A group of leaders who want to ensure value is being returned
Value mgmt team
Delivery team reponsibilities
attend standups, write acceptance tests, test and revise increments, demos, participate in retrospectives
Other names for PO?
customer, proxy customer, value mgmt team
Business rep responsibilities
prioritize and manage the backlog, ensure shared understanding, provides ac, makes change requests, change features, facilitate engagement of external stakeholders, provides due date, attends planning. reviews and retros
Responsibilities of the scrum master
guides agile processes, helps the PO manage the backlog, helps the PO communicate, facilitates, follow up on issues
The project sponsor should
main advocate, provide direction to PO, authorizes the work, determines value and budget, may attend reviews
Ideal team characteristics
12 or fewer, complementary skills, generalists, comitted, mutually accountable, shared ownership of project outcomes
Agile team goals
technical excellence, team swarming, works together, participates as a team
Agile team are made up of __________ specialists
Generalizing
Attributes of a generalizing specialist
one or more skills, general knowledge of sw dev and business domain, seeks to gain skills
Characteristics of high performing teams
self organizing, empowered, belief, committed , own decisions, trust, seek consensus, engage in constructive disagreement
Characteristics of self organizing teams
not cmd and cntrl, organize work, work is structured based on iteration goals, team is responsible
Characteristic so f self directed teams
empowered to work collectively, make local decisions, estimate and decide on work, make mistake and learn
Team on agile projects should be
self organizing and self directed,
Characteristics of emergent leadership
may change, self selecting, no power struggles, allow multiple
adapting leadership
directing=forming, coaching=storming, supporting=norming, delegating=performing
characteristics of leadership in forming
Directing - high directive, low support
characteristics of team in forming
low competence, high commitment
characteristics of leadership in storming
Coaching - high directive, and high support
characteristics of team in storming
some competence and low commitment
characteristics of leadership in norming
Supporting - low directive, high supportive
characteristics of team in norming
moderate to high competence and variable commitment
characteristics of leadership in performing
Delegate - low directive, low supportive
characteristics of team in performing
high competence and commitment
Tuckman model of team performance
forming, storming, norming, performing
Attributes of forming
early stages and learning
Attributes of storming
conflict and struggle
Attributes or norming
team is working and conflict has settled
Attributes of performing
hits stride and works well
Herzberg theory of motivation
motivating agents and expected hygiene agents
leaders do these 3 things
train, coach, mentor
The Dreyfus model of adult skill acquisition
novice, advanced beginner, competent, proficient, expert
Shu ha ri
start with the rules, once mastered can work intuitively, full mastery and can transcend rules
5 dysfunctions of a team
no trust, fear of conflict, lack of commitment, avoid accountability, inattention to results
Characteristics of a collocated space
no walls, 33 feet, work in same location, distributed teams us collaborative sw
The project team space
where people work, white boards and radiators, caves and commons, sharing tacit knowledge
tacit knowledge
common knowledge, difficult to share
this communication is shared by listening to others in collocated space
osmotic
These should be considered when managing team diversity
culture, respect for others and belief systems, understand work ethics, time zones and holidays
Considerations for managing virtual teams
time zones, cultures, communications styles, languages
To be successful with virtual teams
frequent communication, intensified facilitation, keep meetings - on track, on time, track who is on the call, keep the answers coming, fair and document
Agile teams measure results by
what is delivered, not what then team predicts it will deliver
Types of burn charts
Burnup, burndown, features, product backlog burnup
This chart measures sums what work has been completed over iterations or an iteration
burnup
This chart measures features completed, remaining and total
features chart
