22174Re: Self organization. How?
- Jun 26, 2007Hi,
> So my questions are (I think):The way I see it, yes it does. But not in the traditional sense. If
> 1. Does work (and life) experience influence a team's ability to self-
they have practical experience of working as a team, they have a
better chance of working as a self-managing team slso in the future.
Of course technical expertise does give more experience to make
technical decisions, but that doesn't necessarily translate to
I see proper coaching and support from SM and management as the more
important factor in fostering self-management. If you make the team
responsible when they do have to make a choice (rather than making the
choice for them), they will develop the sense of responsibility (and
will not even come to you with their problems, unless they think _you_
can act the solution).
Conversely, the lack of support from SM and management is the most
effective means of killing the self-management.
As to the juniors and seniors discussion, of course seniors will make
up a more skillful team in means of achieved solutions. They also
generally cost more and are harder to find. But they are not
necessarily any better at working as a team than juniors are. I would
recommend command-and-control only when the juniors are so bad that
they really can't come up with any meaningful technical solutions (in
other words, they produce cr*p).
> 2. How does one accommodate an organisation's anxiety about theI see two things: results and visibility.
> perceived loss of control that Scrum brings about.
Results is a no-brainer. If there are no results and the team cannot
convincingly explain why, it's not a good team and something needs to
be done about it. If the team cranks up results sprint after sprint
(and can even increase their performance), does it even make any
difference how they are organized? It helps to compare the performance
to pre-self-organization, if possible, to see that the improvements
Visibility is something that has really worked here in my company. And
it especially works at showing that the team can do manage themselves.
The wall charts are visible to everyone, so anyone could technically
come over and see where the team stands, at task level. The teams are
much more capable at saying how complete they really are and whether
they will get the sprint completed successfully than any team ever
before. Also the fact that each project shows practical progress at
the end of any sprint has been a very comforting feeling for our
product managers and customers.
> Thanks,Hope it helps any,
Process Improvement Manager
SYSOPENDIGIA Plc., Finland
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