No livro "Tribal Unity", Em Campbell-Pretty descreve as práticas que ela utilizou e desenvolveu para criar o primeiro ART na Austrália, influenciada pela metodologia SAFe para gestão de equipes ágeis.
Abaixo seguem alguns recortes do livro que fiz durante sua leitura:
Tribal Unity: getting from Teams to Tribes by Creating a One Team Culture
Chapter 1: Creating Great Teams
Em present practices and references to foster and create great teams, with obvious focus on 'Tribes' concepts.
"A tribe is a group of people connected to one another, connected to a leader, and connected to an idea". Seth Godin, "Tribes: We need you to lead us"
Team Self-Selection
- Clear mission defined;
- Minimum restrictions; Clear expectation;
- Size: 7 people (+-2)
- Then in the Self-Selection day, team members would chose which Feature Team they want to join. And after an agreed period of time, a re-teaming day would be conducted, when team members would select again their new team.
Minimal Viable Agility
She introduces this concept by defining it as the minimum practices you must (should?) adopt in order to be Agile. In her list, the below ones are part of the MVA:
- Cadence-based Retrospectives: select one improvement item and focus on that one. As time goes on, your
- Visualisation: put the team work in a physical board. Limit your WIP to reduce task switching.
- Daily Stand-ups: it is not a status review, it is an alignment and prioritization meeting. "What is our plan of attack for today?"
"Taking the Status Out of Standups", Mark Richards, "Agile not Anarchy" - http://www.agilenotanarchy.com/2015/04/taking-status-out-of-standups.html
And whatever is the form selected to 'form' the teams, suggestion to do a team agreement on what are the expected behaviors the team want to have and foster, and which are the ones it doesn't want.
Chapter 2: Connecting Teams and Creating your Tribe
Goal here is to create a shared identity among the team members. And this shared identity can be achieved by shared experiences the team lived through together, in which they 'strengthened its relationship' during harsh times or a tough project.
But Em also provides some practices she found useful to help building this 'shared identity' like the below ones.
Disclaimer here is that most of the practices (if not all) mentioned below are mainly and better applicable to co-located teams. Actually, the entire book is focused to co-located teams.
Unity Hour
A one-hour gathering where all Tribe (remember, a Tribe is made up by several Feature Teams - Squads - that work on the same domain area / product) get together and 'share' experiences in a cadence-based (i.e. every Sprint). There is a moment for the Shout Outs, in which anybody from the Tribe (or outside it) can speak up about something they did right/good and everybody would applause.
According to Em, there is no 'fixed agenda' for the Unity Hour. But she suggests that someone takes the lead on proposing team activities/dynamics. Other advice is to bring food to increase the team audience to the event.
Breakaway Day
This is an annual event that team takes day off to do a team building activity, away from the office.
But its essence is to avoid being a compulsory event everybody must join. Its goal is to be a moment team can connect outside the work environment and share.
Tribes, Chapters, Guilds, Squad
Squad is similar to a scrum team.
Chapters is a group of people having similar skills (remember that now your Squad is multi-functional) from the same Tribe.
Guilds is the same concept of Chapters, but cutting across different Tribes.
Tribe is a collection of squads that work in related areas.
Celebrate as a Tribe (not as individual Squads).
Chapter 3: Connect Tribes to Leaders
"It is not enough that management commit themselves to quality and productivity, they must know what it is they must do. Such a responsibility cannot be delegated" W Edward Deming.
"To manage one must lead. To lead, one must understand the work that he and his people are responsible for" W Edward Deming
As a leader, understand how the work works and take responsibility on it. For a leader to connect with your tribe, show your vulnerability (it is one good way to develop empathy).
Chapter 4: Connecting to an idea
"The art of leadership is understanding what you can't compromise on" Seth Godin, "Tribes: We need you to lead us".
Book Clubs
Use book clubs to achieve alignment among the teams. To ensure team members can speak and are working towards the same idea, team must be in sync on the core concepts. And to do that, one option is to create book clubs to read about Agile principles.
Few books as suggestion:
"Coaching Agile Teams", Lyssa Adkins.
"Agile Analytics", Ken Collier.
"Agile Testing", Lisa Crispin.
"Lean Software Development: an Agile Toolkit", Mary and Tom Poppendieck.
Communicating the Vision
It is never enough to share the vision with the team. The Tribe must 'absorb' the vision to then be able to naturally work toward accomplishing it. Then they'll figure out how to work and achieve the vision.
References
"Scaling Agile @ Spotify with Tribes", Henrik Kniberg and Anders Ivarsoon
"Tribal Leadership: How successful groups form Great Organisation"; David Logan, John King and Halle Fischer Wright
"Scaling Software Agility: Best Practices for Large Enterprises"; Dean Leffingwell
"Switch: how to change things when change is hard", Chip Heath and Dan Heath.
"How stream mapping: how to visualize work and align leadership for organizational transformation" Karen Martin and Mike Osterling
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