A Tale of Two Teams

A look at scrum and kanban practices, and how they can be suited to fit different teams.

Transcript

1. A Tale of Two Teams Putting People Before Process
2. Dana Jones Engineering Manager Abstract @danabrit
3. Caveats
4. Contingency Theory Fred Edward Fiedler
 Born in Austria, 1922 Leadership approach should be based on: Leader's personality Situation
5. Project Managers Communicate between stakeholders
6. Project Managers Communicate between stakeholders Evaluate effort and reward of ideas
7. Project Managers Communicate between stakeholders Evaluate effort and reward of ideas Plan the product or client roadmap
8. Project Managers Communicate between stakeholders Evaluate effort and reward of ideas Plan the product or client roadmap Adjust to change
9. Project Managers Communicate between stakeholders Evaluate effort and reward of ideas Plan the product or client roadmap Adjust to change Help teams ship
10. Scrum
11. Scrum Rituals Backlog Grooming Sprint Planning Sprint Kickoff Daily Standup
 / Daily Scrum PR Review Launch Sprint Demo Sprint Review Sprint Retrospective
12. Kanban
13. Kanban Rituals
14. "And Friends" Rituals One-on-One (1:1) Skip-Level Meeting Team Sync/ Check-in Five Why's Decomposition Ticket Pointing Grooming
15. Team Size Development Experience Composition of Team (Roles) Team Members Personalities Project Manager
 Personality Length of Engagement Location Circadian Rhythms Remote Experience Purpose of Team Employment Status Time-life of Team Project Deadline Budget Company Culture
16. Team Size Development Experience Composition of Team (Roles) Team Members Personalities Project Manager
 Personality Length of Engagement Location Circadian Rhythms Remote Experience Purpose of Team Employment Status Time-life of Team Project Deadline Budget Company Culture Upper Management Support
18. Team A All collocated Junior - Mid Long-term Maintenance Permanent employees Team B Distributed Mid - Senior Short-term Framework upgrade Contractors
19. All collocated Junior - Mid Long-term Maintenance Permanent employees More frequent touchpoints Team A
20. All collocated Junior - Mid Long-term Maintenance Permanent employees More frequent touchpoints Technical development Team A
21. All collocated Junior - Mid Long-term Maintenance Permanent employees More frequent touchpoints Technical development Professional development Team A
22. All collocated Junior - Mid Long-term Maintenance Permanent employees More frequent touchpoints Technical development Professional development Cultural reinforcement Team A
23. All collocated Junior - Mid Long-term Maintenance Permanent employees More frequent touchpoints Technical development Professional development Cultural reinforcement Written documentation Team A
24. All collocated Junior - Mid Long-term Maintenance Permanent employees More frequent touchpoints Technical development Professional development Cultural reinforcement Written documentation Well-defined processes Team A
25. Team A Sprint Planning Daily Standup
 / Daily Scrum Sprint Review Sprint Retrospective
26. Team A Sprint Planning Sprint Kickoff Daily Standup
 / Daily Scrum Sprint Review Sprint Retrospective
27. Team A Sprint Planning Sprint Kickoff Daily Standup
 / Daily Scrum Sprint Review Sprint Retrospective Ticket Pointing
28. Team A Sprint Planning Sprint Kickoff Daily Standup
 / Daily Scrum PR Review Sprint Review Sprint Retrospective Ticket Pointing
29. Team A Sprint Planning Sprint Kickoff Daily Standup
 / Daily Scrum PR Review Sprint Review Sprint Retrospective One-on-One (1:1) Skip-Level Meeting Ticket Pointing
30. Distributed Mid - Senior Short-term Framework upgrade Contractors Fewer touchpoints Team B
31. Distributed Mid - Senior Short-term Framework upgrade Contractors Fewer touchpoints Technical progress Team B
32. Distributed Mid - Senior Short-term Framework upgrade Contractors Fewer touchpoints Technical progress Time and budget pressure Team B
33. Distributed Mid - Senior Short-term Framework upgrade Contractors Fewer touchpoints Technical progress Time and budget pressure Cultural protection Team B
34. Distributed Mid - Senior Short-term Framework upgrade Contractors Fewer touchpoints Technical progress Time and budget pressure Cultural protection Well-curated backlog Team B
35. Distributed Mid - Senior Short-term Framework upgrade Contractors Fewer touchpoints Technical progress Time and budget pressure Cultural protection Well-curated backlog Well-defined processes Team B
36. Team B PR Review Ticket Pointing Team Sync/ Check-in Five Why's Decomposition
38. Sprint Kickoff Checklist Scope is defined (time, features, budget) Product backlog is well groomed Team has clear understanding of sprint objectives and processes Team members are free of other work All cards in the sprint backlog are pointed Work in the sprint backlog is achievable within the course of the sprint There is a plan for removing any identified blockers
39. Sprint Kickoff Checklist Scope is defined (time, features, budget) Product backlog is well groomed Team has clear understanding of sprint objectives and processes Team members are free of other work All cards in the sprint backlog are pointed Work in the sprint backlog is achievable within the course of the sprint There is a plan for removing any identified blockers
40. Sprint Kickoff Checklist Scope is defined (time, features, budget) Product backlog is well groomed Team has clear understanding of sprint objectives and processes Team members are free of other work All cards in the sprint backlog are pointed Work in the sprint backlog is achievable within the course of the sprint There is a plan for removing any identified blockers
41. Sprint Kickoff Checklist Scope is defined (time, features, budget) Product backlog is well groomed Team has clear understanding of sprint objectives and processes Team members are free of other work All cards in the sprint backlog are pointed Work in the sprint backlog is achievable within the course of the sprint There is a plan for removing any identified blockers
42. Sprint Kickoff Checklist Scope is defined (time, features, budget) Product backlog is well groomed Team has clear understanding of sprint objectives and processes Team members are free of other work All cards in the sprint backlog are pointed Work in the sprint backlog is achievable within the course of the sprint There is a plan for removing any identified blockers
43. Sprint Kickoff Checklist Scope is defined (time, features, budget) Product backlog is well groomed Team has clear understanding of sprint objectives and processes Team members are free of other work All cards in the sprint backlog are pointed Work in the sprint backlog is achievable within the course of the sprint There is a plan for removing any identified blockers
44. Sprint Kickoff Checklist Scope is defined (time, features, budget) Product backlog is well groomed Team has clear understanding of sprint objectives and processes Team members are free of other work All cards in the sprint backlog are pointed Work in the sprint backlog is achievable within the course of the sprint There is a plan for removing any identified blockers
45. When Meetings Need to Die Attendees consistently decline invites They aren't achieving their objectives There is no clear objective They are often canceled They can be replaced with an email People are nodding off, checking laptops or phones, not making eye contact
46. When Meetings Need to Die Attendees consistently decline invites They aren't achieving their objectives There is no clear objective They are often canceled They can be replaced with an email People are nodding off, checking laptops or phones, not making eye contact
47. When Meetings Need to Die Attendees consistently decline invites They aren't achieving their objectives There is no clear objective They are often canceled They can be replaced with an email People are nodding off, checking laptops or phones, not making eye contact
48. When Meetings Need to Die Attendees consistently decline invites They aren't achieving their objectives There is no clear objective They are often canceled They can be replaced with an email People are nodding off, checking laptops or phones, not making eye contact
49. When Meetings Need to Die Attendees consistently decline invites They aren't achieving their objectives There is no clear objective They are often canceled They can be replaced with an email People are nodding off, checking laptops or phones, not making eye contact
50. When Meetings Need to Die Attendees consistently decline invites They aren't achieving their objectives There is no clear objective They are often canceled They can be replaced with an email People are nodding off, checking laptops or phones, not making eye contact
52. Photo Credits http://www.ila-net.org/LeadershipLegacy/fred_fiedler.html http://scream-queens.wikia.com/wiki/File:Tumbleweed.gif http://speedendurance.com/2012/08/07/lolo-jones-justin-gatlin- jamaican-toe-drag-revisited/ https://www.her.ie/life/trouble-sleeping-this-trick-can-help-you-nod-off-in- just-60-seconds-239893 We're Hiring https://boards.greenhouse.io/abstract