Reporter: Could you please talk about the three most effective practices in agile methods?
Mishkin : It's hard to say, because in different organizations, the situation will be slightly different. However, for some smaller companies. To develop software, probably the most important are test driven development and iterative delivery . These two practices are the easiest and most important in the early stages of a project. However, there is one practice that is more important in the long run, and that is self-organizing teams. In self-organizing teams, managers stop giving orders and let the team find the best way to get things done. So, I think the three most important practices in agile methods are test-driven development, iterative development, and self-organizing teams .
Many excellent technology companies have teams with a relatively high degree of self-organization. The team is filled with an atmosphere of initiative and enthusiasm, and they are enthusiastic about technological innovation and can develop very good technology products .
Q: Why do self-organizing teams work more efficiently in the software world?
The reason why self-organizing teams are more efficient in the software world mainly lies in the following aspects:
· Self-organizing teams are made up of cross-functional members who can take on new challenges and manage themselves in response to changes in projects, customers, technologies, and requirements. This feature of self-organizing teams is especially important in the fast-paced, ever-changing software world.
· Self-organizing teams are made up of motivated people who are fully committed to the task and are committed to their team responsibilities. Such teams are highly autonomous and can greatly reduce the cost of traditional management, such as task assignment, continuous monitoring and reporting.
· Self-organizing teams collaborate closely and maintain frequent communication with business customers, which ensures that the products and applications they build are well suited to business needs.
· Self-organizing teams focus on continuous improvement, which enables them to provide innovative and creative business solutions.
Q: What are the common pitfalls and risks that self-organizing teams face, and how can they be avoided?
A common pitfall faced by self-organizing teams is that they often assume that self-organizing teams do not require any management. The leadership of the new team is usually played by an agile coach ( Scrum Master , XP coach, ex-Project Manager with agile concepts ). For more mature teams, the leadership role is primarily concerned with ensuring that the team remains self-organizing on an ongoing basis. This involves ensuring that one or more members of the team can take on an informal self-organizing role [2] and remain efficient in the face of key environmental factors such as customer changes [3] and support from top management. balance.
Another common risk is that agile teams may think that self-organization is a duality, but in fact self-organization is a continuum. In other words, teams may be at different levels of self-organization, going both up and down. Once teams have some level of self-organization awareness and experience in agile practices, there is a risk that they will become complacent and lose the ability to self-organize as a result. The solution is to conduct continuous self-assessment and self-improvement, not just to improve efficiency, but also to improve the way work is done. To achieve continuous improvement, teams should include explicit learning periods in iterations.
Management 3.0 Model
• Energize People _
• Empower Teams
• Align Constraints _
• Develop Competence _
• Grow Structure _
• Improve Everything _
Have you ever smelled any of the bad smells in the following cases ?
Team Smell之“一团和气”
团队成员对技术没兴趣，工作只为糊口？
架构师只爱空谈，从不上手？（PPT架构师）
项目经理欺下瞒上，只看进度不顾质量？
应对办法:
反思个人目标
虚拟专家团队
问：应该怎么处理烂了一半儿的桃子？
答：静静地等它全烂掉好了。
Team Smell之“团伙”
张三和李四是好基友•
他们仨再加上外团队的西门吹雪是“饭搭子”•
咨询师：“这哪是团队啊，就是一个个团伙！
应对办法:
技术骨干+新人结对！半年后轮换结对
•
共同制定团队目标并共同制定具体的实现步
骤（欣赏式探询的极佳应用
团队领导担任ScrumMaster？
•投影仪很热？
ScrumMaster成了团队“一言堂”？•
垂帘听政？•
ScrumMaster默认就是团队“接口人”？
3
个月左右轮换一次；团队项目管理透明化•
明确ScrumMaster职责•
团队的运转流程透明可视化•
鼓励团队直接和外界沟通，可视化所有外部接口联系人信息
Team Smell之“感谢”
团队中的救世主或者超人？•
团队中的“老好人”“老黄牛”？•
经理？
Senior Engineer as Coach•
经理变成幕后支持者
Team Smell之“分享”
反思与启示
•
一个萝卜一个坑，咋分享？•
每天都加班加点，分享？你要闹哪样？•
我只要管好我自己就行了！
设置看板泳道的
Limit of WIP•
你希望在退休前每天都加班？•
知识爆炸时代，单兵作战已经落伍了，集团作战才能领跑
Team Smell之“边界”
TA不是我们团队的成员？我一直以为TA是啊！
•
他有50%的工作量在我们团队，算不算我们团队的一份子？
不管是实体团队还是虚拟团队（包括社区），明确团队边界
和职责•
固定团队才能百分百投入！
Team Smell之“大锅饭”
我们团队比较大，
18
个人！
•
昨天我做完了A
，今天我要做B
，没有碰到问题。•
留下一些难啃的骨头
2 pizza team•
站会录音，每人不少于2分钟•
严格遵守纪律：先做高优先级
