Unit 7 - Managing Teams

D8004857fc10614cfa4dec1bae20f874?s=47 Jez Humble
October 22, 2018

Unit 7 - Managing Teams

This class will discuss how to build effective product development teams. We’ll discuss the lifecycle of teams, recruiting, effective line management including how to motivate and develop your people, and practice conflict resolution techniques. We’ll also cover what is expected of a product manager, including the skills, responsibilities and key activities product managers must perform.


Jez Humble

October 22, 2018


  1. i290 lean/agile product management unit 7: managing teams @jezhumble https://leanagile.pm/

    humble@berkeley.edu This work © 2015-2018 Jez Humble Licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
  2. describe obstacles to cultural change understand Taylorism vs Lean Management

    consider how to effectively motivate people know implications of mindset for growing teams be aware of tools to improve team performance learning outcomes
  3. the production line http://www.flickr.com/photos/toyotauk/4711057997/

  4. Frederick Winslow Taylor (1856-1915) “Scientific Management” •Time and motion studies

    to analyze and standardize processes •Managers apply scientific principles to plan work, workers perform it as efficiently as possible •Believed in rewarding workers for output •OK for fundamentally algorithmic work
  5. 1. Create constancy of purpose toward improvement of product and

    service, with the aim to become competitive and to stay in business, and to provide jobs. 2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. 3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place. 4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust. 5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. 6. Institute training on the job. 7. Institute leadership (see Point 12 and Ch. 8). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers. 8. Drive out fear, so that everyone may work effectively for the company (see Ch. 3). 9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service. 10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force. • Eliminate work standards (quotas) on the factory floor. Substitute leadership. • Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership. 11. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. 12. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective (see Ch. 3). 13. Institute a vigorous program of education and self-improvement. 14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job. Deming’s 14 points for management
  6. how can I help my org become more effective? how

    can I help my team become more effective? how can I become more effective? questions for managers
  7. effective teams https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/

  8. high trust culture Westrum, “A Typology of Organizational Cultures” |

    http://bmj.co/1BRGh5q how organizations process information
  9. changing culture • http://sloanreview.mit.edu/article/how-to-change-a-culture-lessons-from-nummi/ • Schein, The Corporate Culture Survival

  10. changing culture http://sloanreview.mit.edu/article/how-to-change-a-culture-lessons-from-nummi/ “What changed the culture was giving employees

    the means by which they could successfully do their jobs. It was communicating clearly to employees what their jobs were and providing the training and tools to enable them to perform those jobs successfully.” —John Shook
  11. the production line http://www.flickr.com/photos/toyotauk/4711057997/

  12. TOYODA AUTOMATIC LOOM TYPE G 12 “Since the loom stopped

    when a problem arose, no defective products were produced. This meant that a single operator could be put in charge of numerous looms, resulting in a tremendous improvement in productivity.” http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/jidoka.html
  13. exercise • How can we measure the productivity of an

  14. the talent myth “The talent myth assumes that people make

    organizations smart. More often than not, it’s the other way around...Our lives are so obviously enriched by individual brilliance. Groups don’t write great novels, and a committee didn’t come up with the theory of relativity. But companies work by different rules. They don’t just create; they execute and compete and coordinate the efforts of many different people, and the organizations that are most successful at that task are the ones where the system is the star.” — Malcolm Gladwell http://gladwell.com/the-talent-myth/
  15. Frederick Winslow Taylor (1856-1915) “Scientific Management” •Time and motion studies

    to analyze and standardize processes •Managers apply scientific principles to plan work, workers perform it as efficiently as possible •Believed in rewarding workers for output •OK for fundamentally algorithmic work
  16. learning ability emergent leadership mindset how should we recruit? http://nyti.ms/1v72xuz

    | http://nyti.ms/1v72sHl
  17. one-on-one

  18. further reading http://gladwell.com/the-talent-myth/ Carol Dweck, Mindset W. Edwards Deming, Out

    of the Crisis Daniel Pink, Drive Jez Humble et al, Lean Enterprise, chapters 1 and 11 https://deming.org/theman/theories/fourteenpoints https://www.manager-tools.com/system/files/documents/docs/ Manager-Tools_One_on_One_Basics.pdf