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In medical field there is a term called Sutton’s slip which is used when possibilities other than the obvious are not considered. Problems are everywhere and when we try to solve them we tend go for the obvious solution. When going through the 11 laws of fifth discipline by Peter Senge I inferred that there are more problems created through easy corrective actions one takes for the problem. If we focus on the obvious solutions then as per the ‘laws of fifth discipline’ things seem to get better and then becomes worse than it was ever before.

Problem

One example I could think of ‘where going for the obvious was a wrong choice’ was at my workplace. Our software development team’s velocity was in a constant decline. Velocity directly translated to the requirements getting implemented and clients always had a close watch on it. One of us in the team decided to include a metric ‘Cost per story point’ to help bring visibility into the cost associated with building a feature which in turn he believed will drive the team to be conscious of the output and take corrective actions  much early on to reduce the cost. What followed was the inflation in the estimates, the team was using fibonacci series as the estimation scale. We had 1,2,3,5 as possible sizes for our stories, what we did not notice was that there were no new 1 point stories added to the backlog. Slowly inflation ate up the 1 point story and the two point story became the beginning size. Though it eventually led to a lower cost per story point, the value delivered was much lesser.

When you’ve got a hammer in your hand, everything looks like a nail

Reference – Cognitive Biases, Law of the instrument

Image courtesy of Stuart Miles / FreeDigitalPhotos.net

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Few years ago one of my friends suggested that I read the book “Maverick” by Ricardo Semler. In this book, the owner of Semco corporation in Brazil details out on how he transformed an ailing company which he inherited, into a successful and profitable one. He did this by redefining the rules of management and empowering employees at all levels. One of my favourite moves was to remove the traditional hierarchical designations and introduce roles which explain the nature of the job. Roles like Associates, Partners, Coordinators & Counsellors removed the perceived hierarchy and brought titles closer to what people do, instead of who is the boss of whom. Taking few leaves out of the book I tried the following in teams which were adopting agile.

  • Introducing new roles; associates, coordinators and facilitators.
  • Separating leadership and management

Roles

  • Associates: Any one part of the team who writes code, tests, creates requirements, builds & deploys is an associate. Irrespective of the experience and skill level every one who contributes to the day to day activities are associates. 
  • Coordinators: They are the representatives of a particular discipline of work and are usually the external point of contact for the team. As the name suggest they are responsible for coordinating several activities in the project. For example a technical coordinator spends some part of their time every week to ensure that the engineering practices are up to the mark and take up the task of keeping all the associates in same page. 
  • Facilitators: These are the people who help the team set their goals and makes sure they are able to achieve by collaboration. They remove the hurdles in the team and ensure smoother journey towards the goals. They also ensure traction to the plan and help the team identify and mitigate potential risks.

Both the coordinators and facilitators can be rotated from the pool of associates in the team. Each team’s associates together comprise of all the skill sets needed for achieving the goal or in the course acquire them.

Teamwork

Leadership and Management

Like a football team each team needs to have a separation of leadership and management, leadership is always on the ground working with the team; management takes care of the team’s needs, sets expectations and vision for the future. In a hierarchical setup, leadership and management either meant the same or leadership was synonymous with senior management, leaders were always seen as someone whom people report to but not as an expert who works along with the team. It is essential that there are people who can provide technical and thought leadership in the team.

What are the benefits? When people don’t perceive hierarchy within their team, they were able to own things collectively. Irrespective of the seniority & experience, I have observed healthy debates in the team which has contributed to good work. People become comfortable with each other when the perception of hierarchy is taken out which helps in easy retrospection and one to one feedback also gets better as people consider every one in the team as peers.

Introducing these roles (associates, coordinators and facilitators) in the team does not need any structural changes in the hierarchy of an organisation, these are just titles in the team for people to identify themselves with the nature of work they do and remove the perception of hierarchy.

Image courtesy of [Sweet Crisis] / FreeDigitalPhotos.net

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Repetitive things gets boring too soon. I observed team retrospectives to be one of them. I introduced this format in my current project and it worked out well by making everyone speak and voice their opinions. Here are the steps to do the retrospective in this format.

Ice breaker or energizer – Any simple ice breaker which can be completed within 5 minutes is a good start. It loosens up people and also makes them forget work if they were pre-occupied with some problem.

Reflection time – Give the team around 10 minutes of silent time to think about what went well and what needs to change. They can write it down if they think they will forget. Make sure to run through the previous retrospective’s action items with the team.

Writing space – Have white board markers in two different colours such that you can capture points in alternating colours. It is easy to read the board from everywhere in a hall. One whiteboard is sufficient

Questions round – Prepare questions which reflect the priority of the business and team. Some examples

  • Do we manage product owner’s expectations well?
  • Do we understand the business drivers?
  • Are we satisfied with the quality of solutions that we are providing?

Questions

  • How do we rate our delivery standards?
  • What is our elevator pitch?
  • Do we understand the best practices and follow them?
  • Is the team proactive or reactive?
  • Is this a fun place to work?
  • Are we gaining something as an individual and as a team?
  • Is our staffing model right?
  • How well do we interact with other teams and share knowledge?
  • How are the Ownership and Satisfaction levels?
  • What are your inputs to the project management?
  • Do we understand the various milestones?
  • Are dependencies/risks/issues tracked and addressed?
  • Are risks and issues tracked?
  • How is the Team Morale?
  • Is there a work life balance?

Ask these questions to individuals in a round robin format and capture the highlight of that point on the whiteboard. If someone else also has an opinion or an alternate answer, then capture that as well. Some questions could be made on the spot to spark discussions. After the questions are done, open the floor for people to provide inputs which might not have been covered by the questions.

Analysis time – This phase can get longer if not facilitated properly. Read each point and capture ‘Action items’ and ‘Ideas’ from the team. If any point gets into a debate or a solution mode then quickly interrupt and capture the resolution of that problem to be an action item for a focused group or the team itself based on how severe it looks.

Ownership for actions – Request for volunteers to implement the action items and try out new ideas. Capture their names against the line items on a poster to put it up in the team area later.

Recognition time – Though teams should not have heroes, it is natural for individuals to go through phases of ups and downs, which makes some individuals contribute more than the others in a given span of time. Give the team the last five minutes to reach out to the individuals whom they think that life was made easy because of their help or contribution; and thank them mentioning what made their life easy.

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.

Image courtesy of David Castillo Dominici / FreeDigitalPhotos.net