Bill Wake on Self-Organization

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来自 University of Virginia 的课程

Managing an Agile Team

342 个评分

University of Virginia

Managing an Agile Team

342 个评分

课程 3（共 5 门，Specialization 敏捷开发）

Traditional development processes often lead to team frustration and poor results. Agile offers a different approach to managing the complexity of software development. This course focuses on the day-to-day jobs of running a software development program and how leading agile methodologies (Scrum, XP, kanban) can help you do them better. From transitioning a team to agile to running sprints to managing stakeholders, this course gives you the skills you need to manage an agile team in your specific operating environment. We'll show you how to: - Think through and focus on the most important aspects of your projects and sprints - Facilitate your team’s initial and ongoing adoption of the specific agile practices that work for you - Anchor your outcomes and success criteria in durable ideas about what makes for valuable products - Support your team's transition from traditional approaches to agile - Create an agile-friendly environment across functional disciplines - Identify and manage outside stakeholder needs As a Project Management Institute (PMI®) Registered Education Provider, the University of Virginia Darden School of Business has been approved by PMI to issue 20 professional development units (PDUs) for this course, which focuses on core competencies recognized by PMI. (Provider #2122) This course is supported by the Batten Institute at UVA’s Darden School of Business. The Batten Institute’s mission is to improve the world through entrepreneurship and innovation: www.batteninstitute.org.

从本节课中

Building, Managing, and Introducing

This week we’ll dive into the jobs of building software and the core management jobs in running an agile team. Agile--and XP in particular--offers a rich body of work on specific coding practices. We’ll step through a few of the most prominent and discuss key linkages with the other concepts and practices you’ve learned. On the job of managing, we’ll dive deeper into what that means and what works in an agile context. We’ll close with ideas and case studies for introducing (or reintroducing) agile to your organization.

The Agile Manager6:27

Creating an Agile-Friendly Environment6:44

Skit: A Developer at Work3:15

Bill Wake on Self-Organization3:03

Bill Wake on Support Escalations4:39

International and Distributed Teams9:16

Skit: Retrospective #64:21

Agile Teams Meet Waterfall Processes10:17

Greg Cohen on Software Development10:10

Agile Product Teams Meet Big Customer5:10

Working with Big Customers: Keeping the Initiative5:21

Working with Big Customers: Accommodating Customer Variations6:15

Skit: Big Meeting with Marla2:52

David Chait on Using Data with Clients7:49

与讲师见面

Alex Cowan
Faculty & Batten Fellow
Darden School of Business

I'm here with Bill Wake, Agile veteran of 15 plus years, and

a major contributor and thought leader in the space.

Thanks for joining us Bill.

>> It's alright.

>> Let's talk about stand-ups and the goal of self-organization.

I mean there's this kind of running joke that,

if a team does stand-ups, they're going to say that they're doing Agile.

Can you kind of unpack that a little bit, and

talk about how you really get to that goal of self-organization?

>> Sure, I think stand-ups are one of those tools that have been

around for a while.

I think, I'm not sure if this CRAM community introduced it or who,

but it's something to say like, our team is definitely going to get together and

communicate everyday about where we are and what we're doing.

And if we're starting from some level where we're not talking at all,

having that daily get together is going to be an improvement and going to help us.

I think the real thing is setting up teams where they share the goals and

they share the work, and

the extent they're doing that, and working together through out the day, and so on.

This may not be the most critical aspect of that,

but the real thing I'm saying, we're working on things together,

I'm not over here in my cube with my ear phones on, and you're over there in yours.

And if we want to talk, we'll chat on the window,

even though we could just turn around and talk.

That's the kind of environment that we're really strongly against,

that we can't get the high levels of interaction and quicker learning, if we're

just all very separate like that, and the assumption that we have no overlap.

So, any mechanism we can do.

So, I work with teams that do pair programming.

So, two people working together, and then at some point,

they'll talk or swap around and throughout the day, they're going to hear what it is.

Other teams will do the mobbing style where we just put the system on

the screen, and the whole group looks at it and works together for a while.

And they all know what's going on at that point.

We've got to have some bubble where the team owns things.

And I think that's often the real challenge to say,

you're a team that has the capabilities you need.

And you've got this mission of what you're trying to accomplish.

And I'll trust you to move forward in there.

There are things out here that I allow,

and there are things further out that I don't allow.

But if you're in this space, you own it, and

you own it from the ideas to the results, and let's see it happen.

That requires a level of trust among the management there, but

everybody else to get.

But if you want teams to self-organize,

you gotta provide teams that can do everything they need and then do it.

If you itemize things and

then put them in silos, it's really hard to make that happen.

Nobody feels that shared ownership of what we're doing.

So we're not likely to self-organize into it.

We want that context.

>> That's great, that's great.

That's some very practical advice on the goal of self-organization.

Thanks, Bill.

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