Team Building и Risk Management
Следующий кусок из серии моих ответов на вопросы, о которых я писал в прошлом посте:
Что Вы думаете о team building и risk management?
Following factors can help individuals to act together as a team:
- Shared intense experiences (preferably positive ones), be it successful release or some team building activity like joint leisure/travel/sports/games… . The best is creating results together by joint effort and then celebrating achievement together.
- A place and time for team members to communicate both officially and unofficially. In Agile “Daily Scrum Meeting” does official part — sharing information is actively encouraged. A thing like ping-pong table available to employees can to the unofficial part.
- Availability of certain amount of communicative people in team that serve as “glue” for team
- Day-to-day facilitation of constructive team behavior by ScrumMaster or Team Lead
- Office space designed so that furniture is not the barrier between people. Team sits together. There is open common space within team for planned and occasional discussions. It’s easy to move chair to peer’s table and to work together. There is a whiteboard in team room so team mates can communicate ideas and concerns easily to others.
- Team is who estimates the tasks/stories and commits to iteration objectives. This drives team’s responsibility and naturally fosters collaboration required to meet these objectives.
- Frequent exchange of areas on which to work. Collective code ownership — there is no somebody’s code, there is team’s code.
- Making people who are not happy with team (or people with whom team isn’t happy) leave the team
- Adding people to the team with care, not allowing team to grow too fast
Following factors on the contrary influence team adversely:
- Individual assignment of tasks by managers (this puts focus on individual responsibility rather than team responsibility)
- Pressure and fear created managers or customers
- Dissatisfaction with results of performance appraisals and being envy to other team members
- Hierarchical relationships within the team (Kent Beck in his book “Extreme Leadership” provides a couple of patterns to deal with that)
- Rigid definition of roles (which may lead to playing ping-pong with responsibility)
- Closing eyes to nonconstructive behavior
- Putting people to the team against their will or against team’s will
Agile methodologies if done right naturally foster team building and most important for manager is not to harm, i.e. avoid or minimize negative factors.
It is possible to identify several stages in team development:
- Forming (individuals are put together, there is no team yet actually)
- Storming (team members try to find their places within team; conflicts often arise - and this is OK)
- Norming (team members adjust behavior to be able to work together)
- Performing (synergy between team members)
Some also identify Adjourning (project is complete, breaking up the team).
For highly productive teams its better to reuse them on other projects. They are likely to perform even if they are not familiar with technology already. I.e. team synergy may be more valuable that technological knowledge.
Some also identify Transforming stage - when relationships within already existing team change.
Risk management includes:
- risk identification (e.g. using expert judgement, or other methods)
- planning risk management activitites
- analysis of risk probabilities and impacts
- identification of risk precursors to monitor
- monitoring of risks (or assigning monitoring to other people and defining procedures for them)
- planning mitigation actions for risks (avoidance, reduction, retention, transfer)
- risk mitigation (executing planned mitigation actions)
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