26 |
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/guides-SV/Team-Vision.md:
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1 | # Teamvision
2 | 
3 |
4 | ## Tid som krävs
5 |
6 | Vanligtvis 1 timme
7 |
8 | ## Nödvändigt material
9 |
10 | - Olika sorters post-it-lappar
11 | - Filtpennor som ger tydligt läsbara post-it lappar
12 | - Färgade pennor
13 | - Blädderblockspapper
14 | - Whiteboard, eller ännu bättre ett längre pappersark/portabel whiteboardplast att sätta upp på väggen för visionsberättelsen
15 |
16 | ## Syfte
17 |
18 | Syftet är att teamet börjar definiera sig själva som ett team genom att skapa en gemensam vision om vilket team de vill vara.
19 |
20 | För ett team täcker vi vanligtvis mål från flera perspektiv:
21 |
22 | - Organisation
23 | - Produkt
24 | - **Team <- Täcks i denna guide**
25 | - Individ
26 |
27 | ## Hur
28 |
29 | ### Intro
30 |
31 | *Nu har vi hanterat några av målen från organisationen och produktledningen.*
32 |
33 | *Den här sessionen kommer att handla om er och hur ni vill att ert team ska vara. Om vi vill att detta ska vara en riktigt bra teamupplevelse, kanske en av de bästa i din karriär hittills, så kan det vara rimligt att spendera lite tid på att få allas input på hur en riktigt bra teamupplevelse skulle se ut!*
34 |
35 | *Om ni är överens om vad ni strävar efter ökar chansen att ni kommer dit, låter det vettigt?*
36 |
37 |
38 | ### Uppvärmning -> parvis
39 |
40 | *Okej, som en uppvärmning, vill jag att ni alla först tänker på en riktigt bra upplevelse som ni har haft i ett team. Det kan vara på jobbet eller inom sport etc., vilket som helst team. Gör några anteckningar om vad som hände och fundera även på vad som gjorde det så bra. Nästa steg blir att prata parvis, men låt oss börja individuellt först i några minuter. Vad var det bästa teamet du varit med i, vad gjorde det så bra?*
41 |
42 | *Starta en timer för att undvika att avbryta dem innan de ens har börjat. Ge dem 4-5 minuter.*
43 |
44 | Anledningen till att vi vill att de ska skapa sin nya teamvision baserat på erfarenheter snarare än tomma slogans är att förankra den djupare genom att ha den, återigen, baserad på personliga berättelser.
45 |
46 | Vissa människor tänker bättre när de får lite individuell tid först, att låta alla först skriva tyst är utformat för att göra det lättare för dem. Efter 4-5 minuter, om alla verkar ha kommit igång, avbryt dem och be dem sedan bilda par och dela med sig av vad de kom att tänka på.
47 |
48 | Jag har också gjort detta direkt i parvis diskussion och jag tror att det fungerade bra också, även om teorin säger att den tysta skrivstarten förmodligen är bättre.
49 |
50 | ### Undergrupper -> nyckelord
51 |
52 | *Efter några minuters parvis delning, börja samla in resultat. Om teamet är större än 6 personer, fortsätt arbeta med undergrupper om 3-4 personer. Be varje undergrupp att skriva ner några nyckelord från sina berättelser - om detta var det bästa teamet du någonsin har jobbat i - hur skulle du beskriva det*
53 |
54 | ### Undergrupper -> visualiseringar
55 |
56 | *Ibland i det förflutna har vi bett team att skapa en målslogan, som "vi är modiga och innovativa och arbetar alltid tillsammans med kunden" - vilket kan vara en trevlig sammanfattning av vad ni har diskuterat, men kanske lite torrt och inte så inspirerande. Idag kommer vi att skapa två andra representationer av er teamvision. För att börja med vill jag att varje undergrupp illustrerar med en liten teckning med hjälp av de färgade markörerna på ett blädderblockspapper vad ni tycker visionen för ert team bör vara. Så, ta 15 minuter att visualisera vad ni kom fram till och sedan kommer ni att få presentera det för den andra undergruppen.*
57 |
58 | Dela ut färgade pennor och blädderblockspapper och starta en timer
59 |
60 | Låt dem presentera för varandra och facilitera diskussioner om likheter och skillnader i undergruppernas visualiseringar. Finns det några områden som behöver beslutsfattande eller kan alla teammedlemmar köpa in på teamvisionen som visualiserats. Facilitera diskussioner och eventuellt beslutsfattande.
61 |
62 | ### Hela teamet -> Visionsberättelse
63 |
64 | *Okej, tanken med detta är att hjälpa er att diskutera och komma överens om vad ett riktigt bra team skulle vara för er, något som ni kan berätta historier om till era barnbarn när ni sitter i er gungstol på er veranda.*
65 |
66 | *Vilket leder oss till den sista övningen för detta ämne. Nu ska vi se om vi kan få med dessa fantastiska visionsteckningar i vårt vardagliga arbete här. Vi gör det genom att skapa något som vi kallar en "visionsberättelse". Syftet med en visionsberättelse är att göra detta ännu mer konkret och lätt att minnas. Hjärnan är faktiskt unikt bra på att minnas berättelser eftersom det är så all mänsklig kunskap förmodligen förmedlades runt lägereldar tills vi lärde oss mer avancerad skrift.*
67 |
68 | *Så nästa steg är att skapa en berättelse som ni kan använda senare när ni pratar med varandra och planerar ert arbete och när ni märker att ni avviker från era visioner. Då kan ni alltid hänvisa till er berättelse. "Teamet...vi gör inte som vi sa!"*
69 |
70 | *Så, vi kommer att göra detta i två delar*
71 |
72 | - *Välj något som ni kan arbeta med som ett team som skulle göra det möjligt att inkludera alla eller de flesta delarna från era visionsteckningar. Det kan vara ett produktmål eller något annat ni vet att ni kommer att jobba med ihop*
73 |
74 | - *Skapa en tidslinje för berättelsen här som visar hur ni slutför arbetet som ett team, och beter er precis enligt er fantastiska teamvision! Ni kan använda text och små bilder, hur ni än vill!*
75 |
76 | *Om 15 minuter skulle jag vilja se och höra er berättelse!*
77 |
78 | Lyssna på deras berättelse, fråga dem om den täcker visionsteckningarna? Om inte, kan den justeras för att inkludera allt? Fråga sedan kommer ni att göra detta, på det här sättet på riktigt? Facilitera beslutsfattande.
79 |
80 | När allt är klart, fira med en omgång high fives eller något! När ni har gjort denna uppgift på det här sättet kommer ni aldrig att glömma er ambitiösa teamvision!
81 |
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/guides-SV/Team-agreement.md:
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1 | # Teamöverenskommelse
2 | 
3 |
4 | ## Syfte
5 | - Skapa tydliga spelregler inom teamet för att undvika konflikt och att underlätta hanteringen av konflikter när de uppstår.
6 |
7 | ## Varaktighet
8 | - 30-60 min
9 |
10 | ## Material
11 | - Ett blädderblockspapper
12 | - Post-it-lappar och tuschpennor.
13 | - Anteckningspapper
14 |
15 | ## Hur
16 | - Varje individ svarar på frågan "Hur skulle jag vilja bli behandlad på jobbet?" genom att skriva korta svar på Post-it-lappar (ett ämne per lapp).
17 | - Turas om att presentera en Post-it per person och sätt upp den på flipcharten. Om någon annan har samma punkt, efter att presentatören är färdig, sätter de sin lapp ovanpå eller nära presentatörens Post-it. Individer med kopior presenterar sedan en annan lapp med ett annat ämne.
18 | - Som grupp, försök att gruppera liknande ämnen genom att placera dem nära varandra, men inte ovanpå varandra.
19 | - I smågrupper (par) försök att identifiera vilka värderingar de olika lapparna och grupperna av lappar representerar (en lapp med "Jag gillar när folk låter mig avsluta min presentation innan de kommenterar" kan representera värdet "Respekt").
20 | - Varje liten grupp (eller par) presenterar de värderingar de har identifierat för varje grupp av lappar (eliminera dubbletter på samma sätt som ovan).
21 | - Använd "Fist of five" för att identifiera vilka värderingar alla medlemmar i teamet kan gå med på.
22 | - Notera ner de värderingar teamet vill lyfta på de andra Post-it-lapparna för att beskriva hur man lever efter dessa. Formatet kan vara "Vi värderar... genom att agera..." (till exempel: Vi respekterar varandra genom att lyssna och låta andra avsluta innan vi kommenterar)
23 |
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/guides-SV/TitlePage.md:
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1 | ---
2 | title: "Att starta och vidareutveckla agila team"
3 | subtitle: "En faciliteringsguide"
4 | subtitle2: "Senaste versionen av guiden finns att hämta på \\href{https://www.proagile.se/teams}{proagile.se/teams}"
5 | titlepage: true
6 | date: "2024-08-27"
7 | toc-own-page: true
8 | book: true
9 | colorlinks: true
10 | ---
11 |
--------------------------------------------------------------------------------
/guides-SV/genpdfs.sh:
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1 | #!/bin/bash
2 |
3 | # Default values
4 | PARAMETER_ALL=false
5 | PARAMETER_FILE=false
6 | PARAMETER_FILE_LIST=
7 |
8 | while getopts :af:h option
9 | do
10 | case "${option}"
11 | in
12 | a) PARAMETER_ALL=true;;
13 | f) PARAMETER_FILE=true
14 | PARAMETER_FILE_LIST=${OPTARG};;
15 | h) printf "%s: Generate pdf files from md files. By default, one pdf with all chapters and one pdf per chapter will be generated (use arguments to modify).
16 | Usage: %s [-a] [-f 
3 |
4 | ## Time required
5 | < 30 minutes for a typical team.
6 |
7 | ## Materials Required
8 | * One A4 paper per person.
9 | * One pen per person.
10 |
11 | ## Purpose
12 | * Enhance basic psychological safety in team by showing that team-mates accept and appreciate each other as is.
13 | * Strengthen a sense of belonging in team.
14 | * Prepare for difficult conversations.
15 |
16 | ## How
17 | 1. Put the participants in a circle or similar formation. We need to be able to pass papers around in an ordered way.
18 | 2. Each person writes their name in the middle of the paper, folds it in the middle and passes it one step clockwise.
19 | 3. Tell everyone to just read the name on the paper they received and then write down what they appreciate most with this person. Wherever, in whatever direction you want. Max 2 min per note.
20 | 4. Pass the papers around until you get your own paper back.
21 |
22 | Important, you should not read what others have written, just the name before you write your appreciations on a card.
23 |
24 | When you get your paper back you can do whatever you like with it, except telling someone else what is on it. The paper is only for the person receiving it.
25 |
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/guides/Balancing-Team-and-Individual-Work.md:
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1 | # Balancing Team- and Individual work
2 | 
3 |
4 | ## Purpose
5 | * Create a shared view in team when it comes to advantages, disadvantages, and personal preferences when it comes to working closely as a team and when working individually.
6 | * Create some tools that will enable the team to get the benefits of and avoid the drawbacks of both ways of working.
7 | * Enable and inspire each team member to take responsibility for wellbeing of all other team members.
8 |
9 | ## Time required
10 | 35-50 minutes
11 |
12 | ## Materials Required
13 | * 8 flip chart papers, board markers.
14 | * Tape.
15 | * Post-Its and some other small notes/papers.
16 |
17 | ## Preparations
18 | * Make sure a basic level of psychological safety exists in team before doing this.
19 | * Tape a big cross on the floor.
20 | * Put small notes/Post-Its at the ends of the tape: team/individual, +(positive)/-(negative)
21 | * Prepare your agenda so that the spirit in the room is good when we start. You may want to do an energizer? This fits nicely as a follow-up to "Journey Lines" or "Me Map".
22 |
23 | ## How
24 | Explain that:
25 |
26 | * The goal of the exercise is to explore and to get to know our various experiences and thoughts around working individually and working as a team.
27 | * There is no right and wrong, just different experiences and thoughts.
28 | * The goal is not to get everyone to think that 100% close team collaboration is the one and only true solution.
29 |
30 | **Intro/Warm up**
31 |
32 | Explain the two axes: positive, negative, working as a team and working individually.
33 | Invite the participants to walk around on the grid and try to recall some of their own experiences from the various quadrants. Give them 2 minutes in silence to do this. The purpose is to start recalling memories and to focus. When you give them these instructions - walk around in the grid (show by example is more effective than explaining)
34 |
35 | **Exploration Pros and Cons**
36 |
37 | In this section we will explore pros and cons of first individual work and then team work. We will start with positive - individual. People that appreciate individual work may feel more uncomfortable in an agile context. By doing it first we show and acknowledge the validity and importance of everyone's views/experiences.
38 |
39 | * On a flip chart write "Positive - Individual" as header.
40 | * Get everyone to stand in the positive - individual quadrant.
41 | * Ask one of the team members to take notes on the flip chart as all team members share their experiences of the positive aspects of working individually.
42 | * When done, save the flip chart paper somewhere visible. On the wall/floor or whatever works in the room you use.
43 |
44 | Repeat this process in this order (new flip chart paper for each):
45 |
46 | * Negative - Individual work.
47 | * Positive - Team work.
48 | * Negative - Team work.
49 |
50 | **Reflection, what way off working is best?**
51 |
52 | Facilitate a quick reflection/discussion:
53 |
54 | * Is team work always the best approach for all types of work?
55 |
56 | The conclusion could be along the lines of "We need to be smart and pick a way of working that will maximize the positive sides of both way of working."
57 |
58 | Ask the team if they agree with this statement.
59 |
60 | **Warning signals and actions**
61 |
62 | "Let's think about how to achieve this in practice!" - On a new flip chart paper write "Individual work - warning signs". Ask the team - "How can we see if we are on our way into the negative aspects of individual work?"
63 |
64 | Let a team member take notes as the team shares their ideas on this.
65 |
66 | When some warning signals have been collected, switch to collecting actions.
67 |
68 | “What actions would we take when we notice these signs - to get back into one of the positive quadrants"
69 |
70 | Again, let a team member do the note taking as team members make suggestions.
71 |
72 | Repeat for team-work
73 |
74 | **Reflection, who is responsible?**
75 |
76 | Ask the question
77 |
78 | * Who is responsible for us being in the positive?
79 | Ideally this would be the responsibility of all team members.
80 |
81 | **Current preferences**
82 |
83 | "We are all humans, and we may have our preferences for how we want to work. This may change from week to week, day to day etc, depending on how many things such as life in general."
84 |
85 | "Let’s end with exploring where you feel the most at home right now on the grid. If you have a preference: stand on the team individual axis to show what it is" (Do it yourself when explaining)
86 |
87 | **Conclusions**
88 |
89 | Ok, thank you all for sharing your experiences and creating all these nice posters!
90 |
91 | Facilitate a wrap-up for the team. The purpose is to get buy in for any next steps and to celebrate and reinforce any insights or learnings.
92 |
93 | Ending on a positive note is also good!
94 |
95 | Here are some possible questions you could ask them to discuss e.g., in pairs (pick one or two):
96 |
97 | * What was most interesting or valuable for you about this exercise/workshop?
98 | * What do you think our team can gain from looking for these warning signs/taking action?
99 | * What is needed for us to follow through on this and not having it fade away?
100 | * What else do we need to do to get the benefits we have been talking about?
101 | * How do you think paying attention to this can increase the well-being in our team?
102 |
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/guides/Build-Trust-With-Simple-Questions.md:
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1 | # Build trust with simple questions
2 |
3 | 
4 |
5 | ## Purpose
6 |
7 | Let a team learn more about each other when it comes to personal history. This will build trust within the team.
8 |
9 | ## Source
10 |
11 | This exercise is described in the book “Five Dysfunctions of a Team” by Patrick Lencioni.
12 |
13 | Lack of trust is the first dysfunction which you need to overcome in order to deal with the other four dysfunctions.
14 |
15 | ## Time required
16 | * 30 minutes or more
17 |
18 | ## Preparations
19 | * None
20 |
21 | ## Facilitating
22 | The idea is that if people start to reveal innocent details from their childhood, other people start to realize that they are real human beings, not just work robots.
23 |
24 | In order to get this going you could be in a more relaxed place than the normal working area.
25 |
26 | A perfect spot would be by the coffee machine or round a lunch table. Preferably together with some Swedish fika.
27 |
28 | Let people answer these questions in pairs or in larger groups.
29 | Note! Make sure people have the possibility to pass if they feel uncomfortable with any of the questions.
30 |
31 | * Where were you born?
32 | * How many siblings do you have?
33 | * Unique experience during your childhood?
34 | * What were you longing for during your childhood that you never got?
35 | * Favourite hobby?
36 | * What was your first job?
37 | * What is your most odd job?
38 |
39 | See next chapter for some ideas on variations on this exercise
40 |
41 | ## Variations
42 | * Create a quiz with the answers to some of these questions. E.g., "Who was born in Norway". Hand the quiz out. Give the team the assignment to rotate and try to fill out the answers to the quiz by interviewing each other
43 |
44 | * If you are at an offsite, use the quiz approach just as above, but give them the day/weekend or whatever your timeframe is to complete it.
45 |
46 | * Arrange a speed-dating session with the purpose of learning as much as possible about each other. Propose the questions as topics for conversation. Perhaps do a
47 | quiz after the session for fun.
48 |
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/guides/Clarifying-Team-Mandate.md:
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1 | # Clarifying Team Mandates
2 | 
3 |
4 | ## Purpose
5 |
6 | * Encouraging more initiative and responsibility taking in a team
7 | * Clarifying a team’s mandate when it comes to making decisions in various areas.
8 | * Clarifying expectations on a team when it comes to taking responsibility for various areas.
9 |
10 | ## Time required
11 |
12 | * 60 minutes
13 |
14 | ## Preparations
15 | * [*Print*](https://management30.com/practice/delegation-poker/#download) or [*buy*](https://management30.com/shop/delegation-poker-cards/) some delegation cards, one set per session participant: team + manager(s)
16 | * Prepare a list of areas where you think clarification of mandate will be useful. The areas can be obtained from people responsible for things today, such as line managers, product managers, product owners etc. They can also be obtained from the team as areas where they would like to have (increased) influence or clarify responsibilities.
17 | In the example section below, you can see some suggestions on areas used in a real team setting.
18 |
19 |
20 | ## How
21 |
22 | * Introduce the reason for/purpose of the session. Common examples:
23 | * “We want to move mandate to self-organizing autonomous teams to get faster better decisions”. If teams have had basic agile training, you can connect this to the central idea in agile transformations: decentralization to achieve organizational agility.
24 | * Make it clear how a team now is expected to take greater responsibility and that they have the mandate to do so
25 | * Also, clarify boundaries of team mandate so that teams do not misunderstand, unnecessarily overstep boundaries and "walk into invisible electric fences".
26 |
27 | * Hand out a set of delegation cards to each participant. Introduce the cards: E.g. delegation is not black and white. Mandate can be moved to a team step by step while they get more used to/skilled at making various decisions.
28 |
29 | * Walk through the areas you prepared one by one. For each step:
30 | * Have each participant pick the level of delegation that they would prefer for the area without showing the others
31 | * Show the cards to each other and have a discussion. If needed, facilitate decision making. [*5 finger voting*](https://proagileab.github.io/agile-team-development/guides/Ground-Rules-and-Decision-Making.html) can be a useful technique here.
32 | * Document decision on mandate. In the next section you can see one example on how this was done. The green mark is the desire to delegate from the manager. The happy face is what the team agreed to/wanted.
33 |
34 | ## Example
35 | 
36 |
37 | This is the documentation after one session where a development manager wanted to clarify team mandates. The green mark is what the development manager wanted; the happy face is what the team wanted/agreed to.
38 |
39 | Note that in all but one case, the team did not yet agree to take on the responsibility desired by the manager. In just one case the team did not get the level of mandate they wanted.
40 |
41 |
42 |
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/guides/Ground-Rules-and-Decision-Making.md:
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1 | # Ground Rules & Decision Making
2 | 
3 |
4 | ## Time required
5 | Typically, 5-15 minutes
6 |
7 | ## Materials Required
8 |
9 | - Something big & visible to write decided ground rules on, like a flipchart paper
10 |
11 | ## Purpose
12 |
13 | - This is a workshop facilitation technique to be used at the start of a workshop to help the participant focus on the task at hand and also to commit to work together in the best possible way
14 |
15 | - It also serves as a tutorial for the important "fist of five" decision making technique that all teams probably should master
16 |
17 | ## How
18 |
19 | ### Part 1: Intro
20 |
21 | *One more thing before we get started on today’s topics. We will all be investing a whole day working on this, and we all have other things we could do instead. So, it’s is very important that we make sure we get as much value of this day as possible. Agreed?*
22 |
23 | *So, what I would like us to do now is to agree, in a simple way, on a few ground rules for today on how we will work together to make this day the best possible. Let’s start with a quick pairwise discussion on what would be the most important ground rules for us to have a really productive and enjoyable day today? 3 minutes...*
24 |
25 | Give them a few minutes.
26 |
27 | *Ok, we will now try to make some decisions on rules that we can all agree to. Since there are quite a few people here it may not be so easy, but this is actually a really important skill to learn when working in an agile team. A team need to be able to take a lot of decisions, making sure there is buy in from everyone and it can not take huge amounts of time.*
28 |
29 | *There is a really nice technique to deal with this that is called "fist of five", or “five finger voting”*
30 |
31 | *When you do five finger voting we do not start with discussing a topic forever, instead we quickly move into voting on a concrete proposal instead. Each person can vote from 0-5 by holding up that number of fingers.*
32 |
33 | With your fingers, show them the most important votes:
34 |
35 | 3: I can live with this, or I accept it
36 |
37 | 4: Good idea!
38 |
39 | 5: Best idea ever I will really support this!
40 |
41 | 2: I have something I want to say before we make the decision
42 |
43 | - Ask if someone can propose a ground rule for today that will help make the day really valuable. When someone suggests something, facilitate decision making.
44 | - If everyone votes 3 or more, it is decided. Celebrate how quick that was! With so many persons! Write it on the flipchart and repeat the procedure for some more proposals until someone votes less than 3
45 | - If one or more persons votes less than three, ask one of them if they can enhance the proposal so that it may get more support. Then facilitate a new round of voting around the new proposal. Repeat until something that the group can accept is reached. Kill any discussions, and focus them on the flow of moving from proposal-vote, proposal-vote, ...
46 | - If you want to get an interesting vote, ground rules for phones and laptops on tables can sometimes trigger some good and useful voting rounds
47 | - If someone starts with suggesting no phones during the day, people will object until it usually ends up with that calls can be made on breaks, you can have the phone on silent and leave to answer family emergency calls etc
48 | - Once all participants (about 40) had laptops open at the start of a workshop. After some voting the rule accepted was: "If you close email, slack, turn off internet etc" then the others would trust you to "Only take notes" ;-) Nobody used their laptops during the day… ;-)
49 |
50 | After a while just quit the exercise, make some points:
51 | - It is important to limit unproductive speaking and unstructured discussions if we are to be making quick decisions as a team. It takes to much time if everyone wants to speak and just repeat the point and explain why they agree. Really tough facilitation is needed, e.g using "fist of five"
52 |
53 | - The technique quickly brings up any differences and lets us focus on resolving them.
54 |
55 | - By this technique you get "consent". This means people accept the group decision. This is not the same as unanimous decisions. People may have other ideas, but after being heard it is usually possible to get consent anyway. The power of this is increased buy in.
56 |
57 | - Buy in is not equally important for all decisions. For way of working issues it is though. All need to consent for any way of working decision to be effective
58 |
59 | - For other types of decision you can use other methods e.g. majority voting. But you need to decide on decision method before you start.
60 |
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/guides/Individual-Goals.md:
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1 | # Individual Goals
2 |
3 | 
4 |
5 | ## Time required
6 |
7 | Typically, 1.5 hours
8 |
9 | ## Materials Required
10 |
11 | - Assorted Posit-its
12 | - Markers
13 | - Flipchart papers
14 |
15 | ## Purpose
16 |
17 | - This is a team-start/team development exercise.
18 | - Decentralization, self-organization and agile development relies heavily on highly motivated individuals. This exercise is designed to help the team-work in a way that is supporting individuals' motivators.
19 | - It also helps the team to distribute work better since each person's preferences gets known to the team
20 | - For a team we usually cover goals from several perspectives:
21 | - Organization
22 | - Product
23 | - Team
24 | - **Individual <- Covered in this guide**
25 |
26 | ## How
27 |
28 | ### Part 1: Intro
29 |
30 | *- Why are you here, in this team?*
31 |
32 | *Have you thought about this question? -) Maybe some of you are here because your boss told you so ;-) ...but it is actually much better if we can work together to create some really good conditions so that everyone is here just because they really want to!*
33 |
34 | *So, in this session we will work a bit on your individual goals both so that you can find some and so that the team can help you fulfil them!'*
35 |
36 | *- Show the question written on top of a sample flip chart, like the one on the first page.*
37 |
38 | ### Part 2: Pairwise coaching
39 |
40 | 
41 |
42 | *So, we will do this exercise in three steps, for the first two we will work in pairs, so*
43 |
44 | * *First could you all pair up with someone... Wait until they have...*
45 | * *Now get one flipchart each and fill it out like my example*
46 |
47 | *Wait...*
48 |
49 | * *The next 15 minutes, one person per pair will fill in the top of his/her poster. It can actually be hard to find some good answers to this question by yourself, so that's why we will be working in pairs. One person will fill out the top of the poster and the other will be the "coach"!*
50 |
51 | * *The responsibility of the coach is not to make suggestions, but to ask questions to help the other person explore their own thoughts and organize them.*
52 |
53 | The last section contains some suggestions on questions a coach can ask. Print them out so that all coaches can have one. Let them have some time to study it before you start.
54 |
55 | Then let them go for 15 minutes and then ask them to switch.
56 |
57 | ### Part 3: Team support of individual motivators
58 |
59 | *Next*
60 |
61 | 1. Let each person describe their poster, to the team.
62 | 2. As they speak, let the team take notes on how they (as a team and individuals) can support the person in reaching what they need/want.
63 | 3. Collect team suggestions at the bottom of each flipchart paper.
64 | 4. Facilitate the discussion so that actions are clear and next step for each support action is set.
65 | 5. Facilitate decision making, state the suggestions and let the team consent using "fist of five" voting for example.
66 |
67 | ## Coaching question examples
68 |
69 | - What was a time when you really enjoyed work?
70 | - What about that did you enjoy?
71 | - What else...?
72 | - What are some of the things you enjoy at work?
73 | - How did that feel when you... <achieved something>?
74 | - What was another time when you had that feeling?
75 | - Can you remember a time when you felt really satisfied/excited/happy?
76 | - Say something more about that...?
77 | - What makes you feel alive?
78 | - What motivates you?
79 | - What are your interests?
80 | - What about the work we are doing makes you excited?
81 | - What would you like to learn?
82 | - What else would make you really happy about having been in this team?
83 | - What else would you like to experience on this team?
84 | - I hear that you really enjoy <...>
85 | - <...> seems important to you.
86 |
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/guides/Journey-Lines.md:
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1 | # Journey Lines
2 | 
3 |
4 | ## Purpose
5 | * Let a team get started on their path toward more self-management.
6 | * Let a team learn more about each other's when it comes to
7 | * working history,
8 | * skills,
9 | * what each person enjoys doing and not.
10 | * Deepen the level of communication by having other team members confirm that they have seen each other and appreciates each other's skills and experiences.
11 | * Usually this brings in also some conversations on a more personal nature. This enhances the basic emotional safety on the team. "It is ok to be human rather than being a professional robot at work". (This aspect was found by Google to be the most important predictor of team success).
12 |
13 | ## Source
14 | This exercise is very well described in Lyssa Adkins' book "Coaching Agile Teams". She attributes it to Tichy N 2002, "The Cycle of Leadership: How Great Leaders Teach Their Companies to Win".
15 |
16 | ## Time required
17 | * 5 minutes intro
18 | * 10 minutes for each person to prepare
19 | * After that about 1 hour per 5 persons in the team
20 | * 10 minutes wrap up (optional)
21 |
22 | ## Preparations
23 | * Get materials
24 | * Flip chart papers
25 | * A4 papers (it can sometimes be more convenient to start drawing your journey lines on a smaller paper)
26 | * Whiteboard markers to draw "Journey Lines" (or similar pens, black ones but also other colors are appreciated)
27 | * Post-its
28 | * Markers for posits
29 | * A timer to keep track of time boxes for presentations
30 | * Paper tissues (it can sometimes be emotional)
31 |
32 | ## Intro
33 | **Example**
34 |
35 | *In most agile setups these days we have this concept with self-managed teams. How many have heard about that? (Hands up).*
36 |
37 | *One thing that self-management means is that that the team, not a project manager or team leader, decides how to work together, who does what etc.*
38 |
39 | *To be able to do this, it is good for us to know a bit more about each other's experience and what each of us enjoy working on and not, so that is the purpose of this next exercise.*
40 |
41 | *This is how it will work:*
42 |
43 | * *Step one is 10 minutes. In those ten minutes I would like you all to take one of these flipchart papers and create a short presentation of your journeys through your working lifes*. <Show them your pre-created example>. *When the line goes up it means you enjoyed it, when it goes down, not so much. Feel free to include more personal events also if you want, because life at work and off work usually has an impact on each other.*
44 | * *Then we will start working through the presentations, person by person.*
45 | * *For each person we will first get a presentation of the line. While listening, the rest of the team makes notes about what you find interesting, defining, or useful about the person presenting.*
46 | *After that each team member goes to the poster one by one and presents their observations as they put them on the poster.* <Show them what you mean by doing it as you explain>.
47 |
48 | *Ok, let's take 10 minutes to prepare some posters.*
49 |
50 | When they are done, move on to next section...
51 |
52 | ## Facilitating the flow
53 | If you want to, think about if there is one person in the team that you think may be more comfortable being open with problems/issues/feelings with the team and ask that person to go first. If someone sets a personal tone first it make the exercise even better. You could also do this yourself if you want.
54 |
55 | If you think it will be needed, keep a timer running to manage some time boxes. Especially some people can go on for quite a while when presenting.
56 |
57 | In your own comments, focus on seeing the whole person rather than commenting only on the professional skills-related part.
58 |
59 | You can also comment from the point of the agile coach/Scrum Master, i.e., if the person enjoys working in teams, close to customer, fast feedback, fast decisions etc, comment that this is a match with what the team will be asked to do.
60 |
61 | ## Wrap up (optional)
62 | If you do this exercise stand alone, i.e. not part of a longer session then this wrap up might be useful.
63 | After every person has presented their "Journey Line", invite everyone to think about what they will bring from this session. If they want, they can also share it with the others.
64 |
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/guides/Market-of-Skills.md:
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1 | # Market of skills
2 |
3 | 
4 |
5 | ## Purpose
6 |
7 | - Make skills the team have visible to entire team.
8 | - Increase the sharing of skills among team members
9 |
10 | ## Possible learning points
11 |
12 | - By making our skills visible to others we can learn from each other better.
13 |
14 | ## Duration
15 |
16 | - 30-60 min
17 |
18 | ## Material
19 |
20 | - One A3 paper for every participant.
21 | - Pens in different colors (not necessary but definitely a bonus) and sharpies.
22 |
23 | ## How
24 |
25 | 
26 |
27 | - Invite each person to create their own poster. Show a template of how the poster can look like. It shall contain this: (10-15 min)
28 | - Name
29 | - Self portrait
30 | - Interest or ability (that are unknown to others, could be related to professional or private life)
31 | - Personal goal (could be private or professional)
32 | - My top skill that will help us to reach our goal
33 | - Skills that I can share with others (sell)
34 | - Skills I would like to learn (buy)
35 | - Invite each person to present their poster. (1-3 min/person)
36 | - Invite the group of people to self-organize to agree on one buy and one sell transaction per person. What to buy, what to sell and how to take the next steps together. (10 min)
37 |
38 |
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/guides/Organizational-Goals-for-Teams.md:
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1 | # Organizational Goals for Teams
2 | 
3 |
4 | ## Time required
5 | Typically 30 min - 1 hours, depending on how unfamiliar/unclear the vision and goals are to the team.
6 |
7 | ## Materials Required
8 | * Orange & green positits
9 | * Markers
10 |
11 | ## Purpose
12 | This is a teamstart/team development exercise. The purpose of it is for the team to get to know their purpose more in detail, for them to process it, discuss it, understand it and internalize it.
13 | Having a clear, compelling purpose is the most important factor when it comes to how a team performs. With no shared goal there will be no team.
14 | In the context where we work, we usually use self organizing teams.
15 | For a team we usually cover goals from several perspectives:
16 |
17 | * **Line Organization <- covered in this guide**
18 | * Product
19 | * Team
20 | * Individual
21 |
22 | ## Preparations
23 | Book some prep-sessions with a line manager responsible for the teams. They need to present the organizational/way of working vision/goals at the session. Expect at least 1+2 hours prep with some days in between to create attractive visions/a compelling direction from organization point of view.
24 |
25 | The purpose of the line manager participating in this session is:
26 |
27 | - Explain reasons for agile improvement efforts/agile transformation in a way that energizes the team.
28 | - Explain what the team is expected to do as an agile team, except to develop product. This is usually:
29 | - Own their own ways of working and continuously improve it, i.e. they need to be experts on agile ways of working in addition to experts in programming/UX/test etc.
30 | - Work more closely and as a team instead of as individuals. Broaden skills, focus on team goals and help out in areas where you don't have super skills, but makes sense to meet the team goal.
31 | - Refine and improve skills in communication, decision making, problem solving and conflict management to be able to reach a truly well functioning self organizing team level.
32 | - Learn new skills in your area related to how to perform it with agile tools and techniques (i.e. test driven development, refactoring, Lean UX, Agile testing etc).
33 | - Take end to end responsibility including requirements, testing and deployment.
34 | - Synchronize directly with other teams rather than relying on other to do this.
35 | - ...
36 |
37 | The vision regarding on why we are trying to get more agile and how we want the teams to develop needs to be high intensity, emotional, personal.
38 |
39 | Some ideas on how to reach that in the prep session is below:
40 |
41 | - Avoid powerpoints. Human to human communication is most often best done without it.
42 | - A personal story is one of the most effective ways of communicating a vision. This comes from 100 000 years of human history telling around campfires before we invented more elaborate writing, so it is a uniquely tested and effective way to convey information and motivate/energize others.
43 | - Wording and expressions should be personal and use emotion. Words like proud, excited, sad etc are good to use. We do not want dry "professional" language.
44 | - Good stories around way of working may origin from examples. Ask the Line manager what are some examples where we work as best in this organization. Look for examples where we already work close as a cross functional team with a clear purpose, high authority to make decisions, close to the customer, short feedback cycles to deliver maximum value e.g.
45 | - Sometimes various “task forces” appears as an example. This is quite similar to what we want to achieve with agile teams, clear goals, all the right people, high authority to make decisions, no bureaucracy. But also point out that we want to do it with sustainable pace and high quality.
46 | - Maybe the vision can be summarized in a few keywords (max 3-5) and/or a small picture. Encourage live-drawing the vision/picture.
47 | - Thinking about the “receiver” is always good, what is in it for the team, for the individuals. Emphasize these aspects.
48 |
49 | ## How
50 | *As an agile team you are also a very important part of our agile transformation. The type of agile teams we are trying to grow and develop now probably also are quite different than teams you have been in the past. Maybe even even if they have been called "Scrum teams". So we have today out line manager to explain and discuss what it is that the organization wants to achieve in terms of way of working and how that affects your team.*
51 |
52 | *While talking you all will write some comments on orange and green positits. Green postits for clear goals directions that you hear. Orange for items you feel could be more clear or that you would like to discuss.*
53 |
54 | - Let the Line Manager do the presentation. After, collect all clear/unclear postits on some flipcharts. Facilitate a summary of the green ones and a discussion/clarification of orange ones together with the line manager.
55 | - Save the physical results for use in later retrospectives and other sessions.
56 |
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/guides/Product-Goals-for-Teams.md:
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1 | # Product Goals for Teams
2 | 
3 |
4 | ## Time required
5 |
6 | Typically, 30 min - 2 hours, depending on how unfamiliar/unclear the vision and goals are to the team
7 |
8 | ## Materials Required
9 | * Orange & green Posi-its
10 | * Markers
11 |
12 | ## Purpose
13 |
14 | This is a team start/team development exercise. The purpose of it is for the team to get to know their purpose more in detail, for them to process it, discuss it, understand it, and internalize it.
15 |
16 | Having a clear and compelling purpose is the most important factor when it comes to how a team performs. With no shared goal there will no team.
17 |
18 | For a team we usually cover goals from several perspectives:
19 |
20 | * Organization
21 |
22 | * **Product ← covered in this guide**
23 |
24 | * Team
25 |
26 | * Individual
27 |
28 | ## Preparations
29 |
30 | Book some prep-sessions with some product manager/PO that is most relevant for the team. They need to present the vision/goals from product point of view. Expect at least 1+2 hours prep with some days in between to create attractive visions/a compelling direction from product point of view.
31 |
32 | The purpose of the PO participating in this session is:
33 | - To present long term (and medium term) goals in a way so that the team understands context, actually knows what to do, what is important and why it is important.
34 | - The above is needed to enable the team to make good decentralized decisions.
35 |
36 | - To energize and motivate the team by describing the purpose in a way that is attractive to them.
37 |
38 | During this prep session, focus on how the goal/vision can be made attractive to the team.
39 |
40 | Here are some suggestions on how to do that:
41 |
42 | - Avoid PowerPoints. Human to human communication is most often best done without it.
43 |
44 | - A personal story is one of the most effective ways of communicating a vision. This comes from 100 000 years of human history telling around campfires before we invented more elaborate writing, so it is a uniquely tested and effective way to convey information and motivate/energize others.
45 |
46 | - The best ways in general to formulate a direction/goal is to focus on what good will we do in the world. Whose life will be better by our efforts. This could also be formulated using stories about current (bad) situations from a human point of view.
47 |
48 | - The story is ideally end user/stakeholder/purpose centric but can be about “how come the PO wanted to work with this?” or "What makes him/her excited about the possibilities".
49 |
50 | - Wording and expressions should be personal and use emotion. Words like proud, excited, sad etc are good to use. We do not want dry "professional" language.
51 |
52 | - A story could also be imaginary, about the future. There is one example that I remember vividly, among other things the message included: "Think about next summer at the convention, I would like us to be called upon the stage to receive the reward for most innovative solution in the healthcare business". In this example I remember that the product manager also were very emotional speaking about the hard works spent on a bit boring stuff during the year and how they finally was time to focus forward and on innovation. I also remember that her story started out with her walking outside in the morning. Crispness of the air and other details was included in good storyteller fashion. It was hugely successful as a vision and people kept coming back to it to make sure they stayed on target: "Is this the best way for us to win that reward next year"
53 |
54 | ## How
55 |
56 | - *The purpose of the next session is for you to discuss the long goals and direction of the team with our PO/PM. And to create your own summary of it.*
57 |
58 | - *Btw, let's do a quick pairwise discussion: "Why would it makes sense for you all to know about the goals on a higher level and not only get task by task in the sprint planning?" - 2 minutes pairwise discussion*
59 |
60 | - Debrief by asking a few pairs. Make sure answers include that self-organized teams need to understand the context and purpose to make good everyday decisions.
61 |
62 | - It is actually also not so uncommon for people/projects to actually not know the goal of projects and thereby waste a lot of time. I know one project that spent 6 months on porting a UI to Silverlight while the purpose of the project had nothing to do with that.
63 |
64 | - *Our PO will now present his/her ideas. While talking you all will write some comments on orange and green Post-its. Green Post-its for clear goals/directions that you hear. Orange for items you feel could be more clear or that you would like to discuss.*
65 |
66 | - Let the PO do the presentation. After, collect all clear/unclear Post-its on some flipcharts. Facilitate a summary of the green ones and a discussion/clarification of orange ones together with the PO/PM.
67 |
68 | - Save the physical results for use in later retrospectives and other sessions.
69 |
70 |
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/guides/Repairing-Broken-Agreements.md:
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1 | # Repairing Broken Agreements
2 | 
3 |
4 | ## Time required:
5 |
6 | 30 min
7 |
8 | ## Purpose:
9 |
10 | - Motivating teams to make agreements and to hold each other accountable for what has has been agreed
11 | - After the sessions, the participants shall have the courage to bring up a broken agreement and the skills to repair it
12 | - When teams practise this technique, it increases the basic emotional safety in the team which makes it a lot easier to develop as a team
13 |
14 | ## Preparations
15 |
16 | - Print Role studies from next sections for everyone. Each person should get either the "Chris" or "Sam" version.
17 |
18 | - Ask a co-trainer or someone in the session if they can demonstrate the technique with you as show a bit further below. Go through it with them, explain what you will bring up and why it would have seem like the correct thing to do from their point of view at the time.
19 |
20 | ## How
21 |
22 | (The session below has been designed with the 4c learning approach from "Training from back of the room concept")
23 |
24 | **Connect**: Did anyone experience that a team member did not really behave in a way that you think is ok in your team, but you did let it go because you though that bringing it up would be uncomfortable or lead to
25 | conflict?
26 |
27 | **Concept**
28 |
29 | *To start with, if someone's behaviour is ok or not is a subjective matter. Someone might think it is perfectly ok to eat a dripping taco while they are borrowing your keyboard, and might not understand why you come running yelling for no reason....*
30 |
31 | *Thus, when you are in a team, it is a good idea to have a conversation to try to set a few rules that the team agrees with. It can be about quality, how closely to work together, times, roles and meetings etc. Not too many are needed, 6-7 may be enough. This is an important part when building a team.*
32 |
33 | If you are doing this as part of a team start session that includes also making working agreements, point out here that we will do that later, but this exercise is not about that part.
34 |
35 | So, what should you do then if someone does not stick to what has been agreed? Who will bring it up? Actually one rule that needs to be in every teams working agreements is that when someone notices that another member don’t stick to the team agreements, that person needs to bring it up right away and repair the agreement. This is since when an agreement has been broken it does not really exist anymore and there is a big risk of "[*broken window
36 | syndrome*](https://whatis.techtarget.com/definition/broken-window-theory)" kicking in.
37 |
38 | *To prevent this from happening in your team each of you will now get to practise bringing something uncomfortable up with a colleague and repairing a broken agreement, but we will do it in a perfectly safe way using some made up cases that you will get to role play.*
39 |
40 | *Here is the template that I want you to try out when you do this, it is from Christopher Avery who is a very skilled coach.*
41 |
42 | **Example**
43 |
44 | - *First show using an example, you may have prepared someone in the class to do this or do it with a co-facilitator. If you know the script the other person barely needs any preparation at all.*
45 |
46 | ***You***: *Sam, I had a look in the ocde and it seemed to me that you checked a lot of code in last night without any tests, was that so?*
47 |
48 | ***Sam***: *Yeah, that’s right. There was a crises and I had to etc etc*
49 |
50 | ***You***: *Ah. I see. It makes me a bit worried now that we get code without automatic tests into the system. Our team rule to not check anything in without tests have been really great for me. I have felt much more comfortable changing things and we do not get disturbed so much by trouble reports. I’m afraid if we start slipping ere with the testing we will soon be back where we started. What do you think about this rule of never to check in without tests?*
51 |
52 | ***Sam***: *I think it has been good. I was super stressed out yesterday and did not have time, that is all.*
53 |
54 | ***You***: *Do you think we need to change our rule to cover high stress situations better?*
55 |
56 | ***Sam***: *Nah, I think it is probably best if we keep it like it is. I will add the tests now and will take it a bit more easy the next time. Perhaps we could pair program more in those situations to help us not take shortcuts when we are stressed out.*
57 |
58 | ***You***: *Great! Let’s keep up our high quality! <shake hands>*
59 |
60 | *What do you think? Can you bring something uncomfortable up in this way?*
61 |
62 | **Template**
63 |
64 | Show the participants the template below. Write it on a template and show that this is what you just demonstrated:
65 |
66 | 1. Bring up what you noticed, check if the other person agrees with what you noticed?
67 | 1. Tell the other person what the agreement means to you and why you want to keep it.
68 | 1. Ask the other person about their view on the agreement
69 | 1. Ask if the agreement needs to be changed to work for the other person
70 | 1. Make a decision about a new agreement or decide to keep the old one.
71 |
72 |
73 | **Concrete practise**
74 |
75 | *Now each of you will get to practice this technique. I will give you a script with some made up cases and role studies. One of you will play Sam, one will play Chris.*
76 |
77 | *In the first case Sam will bring up a broken agreement with Chris and in the second case Chis will bring something up with Sam.*
78 |
79 | *Try to use the template that I showed you.*
80 |
81 | Hand out the [*cases*](https://docs.google.com/document/d/1esGE5pbVGglY4YgakriqoMMRU3nP1r-RkjbpELQXmwk/),
82 | (assign each person to be either Sam or Chris)
83 |
84 | let them do it, ask some debriefing questions and encourage them,. That sounded great! Lots of conflict in the rool and everyone survived! How did that feel. What did you learn?
85 |
86 | *What will you take away from this exercise?*
87 |
88 | **Conclusion**
89 |
90 | *Make a note on how and when you could use this technique back at work. How could you introduce it to others?*
91 |
92 | ## Role study for person playing "Sam"
93 |
94 | ## Case 1: Sprint planning
95 |
96 | ### Background:
97 |
98 | The rule in your team is that people should strive to participate in sprint planning sessions. You created this rule because you wanted the perspective of everyone during planning. Chris did not appear in the latest session and you had troubles getting to a good plan.
99 |
100 | ### Assignment:
101 |
102 | Initiate a discussion with Chris about the broken agreement. Use Christopher Avery's technique for repairing broken agreements:
103 |
104 | 1. Bring up what you noticed, check if the other person agrees with what you noticed?
105 | 1. Tell the other person what the agreement means to you and why you want to keep it.
106 | 1. Ask the other person about their view on the agreement
107 | 1. Ask if the agreement needs to be changed to work for the other person
108 | 1. Make a decision about a new agreement or decide to keep the old one.
109 |
110 |
111 |
112 | ## Case 2: Working from home
113 |
114 | ### Background:
115 |
116 | Your company allows for a mix of remote and in-office work. For you, working from home is a great way to focus better. Especially on fridays when there are few other meetings this is great! You still check messages but sometimes puts them on mute when you really need to focus on something.
117 |
118 |
119 | ## Role study for person playing "Chris"
120 |
121 | ## Case 1: Sprint planning
122 |
123 | ### Background:
124 |
125 | Your dentist appointment was during the sprint planning so you could not participate. You already knew most of
126 | what you would be working on so it was no big deal.
127 |
128 |
129 | ## Case 2: Working from home
130 |
131 | ### Background:
132 |
133 | Your company allows for a mix of remote and in-office work. Your team has agreed to try to get together in the office at least on Tuesdays and Fridays. Sam emails you for the third Friday in a row: "I will be working from home
134 | today, I can be reached by mail and over communicator". You feel that the benefits of in-office work is decreased when Sam is still remote and sometimes he is not even responding that fast.
135 |
136 | ### Assignment:
137 |
138 | Initiate a discussion with Sam about the situation. Use Christopher Avery's technique for repairing broken agreements:
139 |
140 | 1. Bring up what you noticed, check if the other person agrees with what you noticed?
141 | 1. Tell the other person what the agreement means to you and why you want to keep it.
142 | 1. Ask the other person about their view on the agreement
143 | 1. Ask if the agreement needs to be changed to work for the other person
144 | 1. Make a decision about a new agreement or decide to keep the old one.
145 |
146 |
147 |
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/guides/Roles-and-Expectations.md:
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1 | # Roles and Expectations
2 | 
3 |
4 | ## Purpose
5 | - Clarify the different roles and expectations on the role (the one in the role and the others).
6 |
7 | ## Possible learning points
8 | - By clarifying the roles we understand our activities and responsibilities better and can work better together with fewer assumptions about who is doing what.
9 |
10 | ## Duration
11 | - 30-60 min
12 |
13 | ## Material
14 | - One flipchart sheet or A3 paper for every participating role.
15 | - Postit notes (at least two different colors) and sharpies.
16 |
17 | ## How
18 | 
19 |
20 | - Create a flipchart as a template with the sentence “As a
28 |
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/guides/Team-Vision.md:
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1 | # Team Vision
2 |
3 |
4 | ## Time required
5 |
6 | Typically 1 hour
7 |
8 | ## Materials Required
9 |
10 | - Assorted post-its
11 | - Markers
12 | - Coloured markers
13 | - Flipchart papers
14 | - Whiteboard, or even better a longer piece of paper/portable whiteboard plastic to put on the wall for the vision story
15 | - Possibly some music playing device loaded with really soft instrumental music
16 |
17 | ## Purpose
18 |
19 | This is a teamstart/team development exercise. The purpose of it is for the team to start defining themselves as a team by creating a shared team vision on what team they want this to be
20 |
21 | For a team we usually cover goals from several perspectives:
22 |
23 | - Organization
24 | - Product
25 | - **Team <- Covered in this guide**
26 | - Individual
27 |
28 | ## How
29 |
30 | ### Intro
31 |
32 | *Now we have dealt with some of the goals from the organisation and product management.*
33 |
34 | *The next few session will be about you and your team and what you want it to be. So, if we want this to be really great team experience, maybe one of the best in your career so far, then probably we should should spend some time to get everyone's input on what that really great team experience would look like!*
35 |
36 | *If you agree on what you are aiming at it increases the chance that you get there, does it make sense?*
37 |
38 |
39 | ### Warmup -> pairwise
40 |
41 | *Ok, as a warmup, I want you all first quietly think about a really great experience that you have had in a team. It could be at work or in a sports team etc, any team. Make a few notes on what happened and also start thinking about what made it so great. Next step will be to talk in pairs, but lets get started individually first for a few minutes. What was the best team you have been on, what made it so great?*
42 |
43 | *Start a timer to avoid interrupting them before they even get started. Give them 4-5 minutes. If you want to avoid the silence, consider playing some really soft instrumental music.*
44 |
45 | The reason why we want them to create their new team vision based on experience rather than on empty slogans is to anchor it more deeply by having it, again, be based on personal stories
46 |
47 | Some people think better when they get some individual time first, having people write quietly is designed to make it easier for them. After 4-5 minutes, if everyone seems to have gotten started, interrupt them and then ask them to form pairs and share what they came to think of.
48 |
49 | I have also done this jumping directly inte pairwise discussion and I think that worked nicely too, although in theory the quiet writing start is probably better.
50 |
51 | ### Subgroups -> keywords
52 |
53 | *After a few minutes of pairwise sharing, start collecting results, if the team is bigger than 6 persons, keep working with subgroups of 3-4 persons. Ask each subgroup to write down some keywords from their stories - if this was the best team you ever worked on - how would you describe it*
54 |
55 | ### Subgroups -> visualizations
56 |
57 | *Sometimes in the past we have asked teams to create a mission statement, like "we are brave and innovative and always work together with customer" - which may be a nice summary of what you have discussed, but perhaps a bit dry and not so inspiring, so today we will create two other representations of your team vision. To start with I would like each subgroup to illustrate with a small drawing using the coloured markers on a flipchart what you think the vision for your team should be. So, take 15 minutes to visualize what you came up with and then you will get to present it to the other subgroup.*
58 |
59 | Hand out coloured markers and flipchart papers and start a timer
60 |
61 | Make them present it to each other, facilitate som discussions about similarities and differences in the subgroups visualizations. Are there any areas that need decision making or can all team members consent to the team vision as visualised. Facilitate discussions and any decision making.
62 |
63 | ### Whole team -> Vision story
64 |
65 | *Ok, the idea with this is to help you discuss and agree on what a really great team would be for you, something that you can tell stories to your grandchildren about when you are sitting in your rocking-chair on your porch.*
66 |
67 | *Which brings us to the final exercise for this topic. Now lets see if we can bring this great visionary drawings into our everyday work here. We will do it by creating something we call a "vision story". The purpose of a vision story is to make this even more hands on and easy to remember. The brain is actually uniquely good at remembering stories since this is how all human knowledge was probably passed on around campfires until we learned more advanced writing.*
68 |
69 | *So the next step is to create a story that you can use later when when talk to each other and plan your work and when you notice that you deviate from your visions. Then you can always refer to your story. "Team...we are not doing it like we said!"*
70 |
71 | *So, we will do this in two parts*
72 |
73 | - *Pick something that you could work on as a team that would make it possible to include all or most parts from your visionary drawings. It could be a product goal or something you know is coming up in the backlog*
74 |
75 | - *Create a story timeline here showing how you complete the work as a team, behaving exactly according to your amazing team vision! You can use text and small pictures, anyway you like!*
76 |
77 | *In 15 minutes I would like to see and hear your story!*
78 |
79 | Listen to their story, ask them if it covers the vision drawings? If not, can it be tweaked to include all? Then ask then are you going to to do this, in this way for real? Facilitate decision making.
80 |
81 | When all is done, celebrate by a round of high fives or something! When you have done this task in this way you will never forget you ambitious team vision!
82 |
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/guides/Team-agreement.md:
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1 | # Team Agreement
2 |
3 |
4 | ## Purpose
5 | - Set the stage for working as a team.
6 |
7 | ## Possible learning points
8 | - Clear rules of engagement within the team makes it easier to address and handle conflicts when they arrise.
9 |
10 | ## Duration
11 | - 30-60 min
12 |
13 | ## Material
14 | - One flipchart sheet
15 | - PostIt notes and sharpies.
16 | - Note paper
17 |
18 | ## How
19 | - Each individual answers to the question "How would I like to be treated at work?" by writing short answers on PostIt notes (one item on each note)
20 | - Take turns to present one PostIt per person and put it up on the flipchart. If someone else has the same item, once the presenter has finished talking, they put their note on top of, or close by the presenter's PostIt. The individuals with the copies will then present another note with another topic.
21 | - As a group, try to group up similar topics by putting them close together, but not on top of each other.
22 | - In small groups (pairs) try to identify what values the different notes and groups of notes represent (a note with "I like it when people let me finish presenting my idea before they comment" might represent the value "Respect").
23 | - Each small group (or pair) presents the values they have identified for each group of notes (eliminate duplicates in the same way as above).
24 | - Use "fist to five" to identify which values all members of the team can buy in to.
25 | - Note down the values the team buys in to and use the information on the other PostIts to descibe how to live these values on the format "We value... by acting..." (for example: We Respect each other by listening and letting others finish before we comment)
26 |
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/guides/TitlePage.md:
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1 | ---
2 | title: "Starting and Developing Agile Teams"
3 | subtitle: "A Facilitation Guide"
4 | subtitle2: "For updates to this guide, visit \\href{https://www.proagile.se/teams}{proagile.se/teams}"
5 | titlepage: true
6 | date: "2024-08-27"
7 | titlepage-text-color: 01843b
8 | titlepage-rule-color: 33cc33
9 | titlepage-rule-height: 8
10 | footer-left: "Shared 2018-2024 by ProAgile AB under Creative Commons Attribution ShareAlike 4.0 International license"
11 | logo: images/logo.png
12 | toc-own-page: true
13 | book: true
14 | colorlinks: true
15 | ---
16 |
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1 | #!/bin/bash
2 |
3 | # Default values
4 | PARAMETER_ALL=false
5 | PARAMETER_FILE=false
6 | PARAMETER_FILE_LIST=
7 |
8 | while getopts :af:h option
9 | do
10 | case "${option}"
11 | in
12 | a) PARAMETER_ALL=true;;
13 | f) PARAMETER_FILE=true
14 | PARAMETER_FILE_LIST=${OPTARG};;
15 | h) printf "%s: Generate pdf files from md files. By default, one pdf with all chapters and one pdf per chapter will be generated (use arguments to modify).
16 | Usage: %s [-a] [-f
13 | Att starta och vidareutveckla agila team
14 |
15 |
229 |
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1 | @import url(https://fonts.googleapis.com/css?family=Roboto:100,500,300,700,400);
2 |
3 | body{
4 | display: table;
5 | width: 100%;
6 | background: #dedede;
7 | text-align: left;
8 | }
9 | *{
10 | -webkit-box-sizing: border-box; /* Safari/Chrome, other WebKit */
11 | -moz-box-sizing: border-box; /* Firefox, other Gecko */
12 | box-sizing: border-box; /* Opera/IE 8+ */
13 | }
14 |
15 | .aa_h2{
16 | font:100 2rem/1 Roboto;
17 | text-transform: uppercase;
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19 | table{
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24 | margin: auto;
25 | border:1px solid #dedede;
26 | padding: 1rem;
27 | width: 70%;
28 | }
29 | .table { display: table; width: 70%; }
30 | .tr { display: table-row; }
31 | .thead { display: table-header-group }
32 | .tbody { display: table-row-group }
33 | .tfoot { display: table-footer-group }
34 | .col { display: table-column }
35 | .colgroup { display: table-column-group }
36 | .td, .th { display: table-cell; width: 50%; }
37 | .caption { display: table-caption }
38 |
39 | .table,
40 | .thead,
41 | .tbody,
42 | .tfoot,
43 | .tr,
44 | .td,
45 | .th{
46 | text-align: left;
47 | margin: auto;
48 | padding: 1rem;
49 | }
50 | .table{
51 | background: #fff;
52 | margin: auto;
53 | border:none;
54 | padding: 0;
55 | margin-bottom: 5rem;
56 | }
57 |
58 | .th{
59 | font-weight: 500;
60 | border:1px solid #dedede;
61 | &:nth-child(odd){
62 | border-right:none;
63 | }
64 | }
65 | .td{
66 | font-weight: 100;
67 | border:1px solid #dedede;
68 | border-top:none;
69 | &:nth-child(odd){
70 | border-right:none;
71 | }
72 | }
73 |
74 | .aa_htmlTable{
75 | padding: 0.1rem;
76 | display: table;
77 | width: 100%;
78 | height: 100vh;
79 | vertical-align: middle;
80 | }
81 | .aa_css{
82 | background: skyblue;
83 | padding: 5rem;
84 | display: table;
85 | width: 100%;
86 | height: 100vh;
87 | vertical-align: middle;
88 | }
89 |
90 | .aa_ahmadawais{
91 | display: table;
92 | width: 100%;
93 | font: 100 1.2rem/2 Roboto;
94 | margin: 5rem auto;
95 | }
96 |
97 | .table-container {
98 | width: 100%; /* Adjust this as needed */
99 | display: block;
100 | }
101 |
102 | .table-container .pdf-download {
103 | text-align: left;
104 | margin-bottom: 10px; /* Adjust the spacing as needed */
105 | }
106 |
107 | table {
108 | width: 100%; /* Adjust table width as needed */
109 | /* Other table styles */
110 | }
111 |
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Att starta och vidareutveckla agila team
- En faciliteringsguide
14 |
15 |
16 |
21 |
22 |
23 |
24 |
25 |
225 |
226 | Ladda ner en 17 | pdf med alla kapitel 18 |
19 | 20 || Kapitel | 27 |Läs online | 28 |Ladda ner pdf | 29 |
|---|---|---|
| Ett ramverk för teamutveckling | 35 |36 | 37 | Läs online 38 | 39 | | 40 |41 | pdf 42 | | 43 | 44 |
| Exempel på upplägg för två teamdagar | 48 |49 | Läs online | 50 | 51 |52 | pdf 53 | | 54 |
| Uppskattningskort | 58 |Läs online 59 | 60 | | 61 | pdf 62 | | 63 |
| Att balansera av team- och individuellt arbete | 67 |Läs online 68 | 69 | | 70 |71 | pdf 72 | | 73 |
| Bygg förtroende med enkla frågor | 77 |Läs online 78 | 79 | | 80 |81 | pdf 82 | | 83 | 84 |
| Klargörande av teammandat | 88 |Läs online 89 | 90 | | 91 |92 | pdf 93 | | 94 |
| Fyra stadier av psykologisk trygghet | 100 |Läs online 101 | 102 | | 103 |104 | pdf 105 | | 106 |
| Spelregler & beslutsfattande | 110 |Läs online 111 | 112 | | 113 |114 | pdf 115 | | 116 | 117 |
| Individuella mål | 121 |Läs online 122 | 123 | | 124 |125 | pdf 126 | | 127 |
| Journey Lines | 131 |Läs online 132 | 133 | | 134 |135 | pdf 136 | | 137 | 138 |
| Färdighetsmarknad | 142 | 143 |Läs online 144 | 145 | | 146 |147 | pdf 148 | | 149 | 150 |
| Organisatoriska mål för team | 155 | 156 |Läs online 157 | 158 | | 159 |160 | pdf 161 | | 162 | 163 |
| Produktmål för team | 167 | 168 |Läs online 169 | 170 | | 171 |172 | pdf 173 | | 174 |
| Att reparera brutna överenskommelser | 178 | 179 |Läs online 180 | 181 | | 182 |183 | pdf 184 | | 185 |
| Roller och Förväntningar | 189 | 190 |Läs online 191 | 192 | | 193 |194 | pdf 195 | | 196 | 197 |
| Teamöverenskommelse | 201 | 202 |Läs online 203 | 204 | | 205 |206 | pdf 207 | | 208 | 209 |
| Teamvision | 213 |Läs online 214 | 215 | | 216 |217 | pdf 218 | | 219 | 220 |
All innehåll som länkas från sidan delas 2024 av ProAgiile AB under licens Creative Commons Attribution ShareAlike 4.0 International license
227 | 228 |