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.

Transcript

1. i290 lean/agile product management unit 7: managing teams @jezhumble https://leanagile.pm/ humble@berkeley.edu This work © 2015-2020 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. may not correspond to org reporting structures shares a common purpose should have a charter can be ad-hoc should include roles required to achieve purpose what is a team?
4. the production line http://www.flickr.com/photos/toyotauk/4711057997/
5. 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
6. 1. Create constancy of purpose for improving products and services 2. Adopt the new philosophy 3. Cease dependence on inspection to achieve quality 4. End the practice of awarding business on price alone; instead, minimize total cost by working with a single supplier 5. Improve constantly and forever every process for planning, production, and service 6. Institute training on the job 7. Adopt and institute leadership 8. Drive out fear 9. Break down barriers between staff areas 10.Eliminate slogans, exhortations, and targets for the workforce 11.Eliminate numerical quotas for the workforce and numerical goals for management 12.Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system 13.Institute a vigorous program of education and self-improvement for everyone 14.Put everybody in the company to work accomplishing the transformation Deming’s 14 points for management https://deming.org/explore/fourteen-points/
7. 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
8. identify and remove obstacles for the team establish and communicate goals help the team grow and ensure it has resources champion the work of the team help team members develop and grow effective managers
9. effective teams https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/
10. high trust culture Westrum, “A Typology of Organizational Cultures” | http://bmj.co/1BRGh5q how organizations process information
11. changing culture • http://sloanreview.mit.edu/article/how-to-change-a-culture-lessons-from-nummi/ • Schein, The Corporate Culture Survival Guide
12. 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
13. lean mgmt & product dev cloud.google.com/devops
14. technical practices cloud.google.com/devops
15. build quality in “Cease dependence on mass inspection to achieve quality. Improve the process and build quality into the product in the first place” W. Edwards Deming
16. @rynchantress | https://ryn.works/2017/06/17/on-failure-and-resilience/ “The immediate response from everyone around was to ask, “What help do you need?”
17. disaster recovery testing “For DiRT-style events to be successful, an organization first needs to accept system and process failures as a means of learning… We design tests that require engineers from several groups who might not normally work together to interact with each other. That way, should a real large-scale disaster ever strike, these people will already have strong working relationships” —Kripa Krishnan Director, Cloud Operations, Google
18. retrospective prime directive “Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.” — Norm Kerth
19. exercise • How can we measure the productivity of an individual?
20. 2019 State of Devops Report | cloud.google.com/devops “Productivity is the ability to get complex, time- consuming tasks completed with minimal distractions and interruptions”
21. 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/
22. 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
23. learning ability emergent leadership mindset how should we recruit? http://nyti.ms/1v72xuz | http://nyti.ms/1v72sHl
24. one-on-one