Tuckman Was Wrong
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Transcript of Tuckman Was Wrong
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@WeAreCTO2 / @DocOnDev
Tuckman was
wrong
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@WeAreCTO2 / @DocOnDev
Stable Teams
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@WeAreCTO2 / @DocOnDev
– Scrum PLoP Stable Teams Pattern
“Keep teams stable and avoid shuffling people around between teams. Stable teams tend to get to know their capacity, which makes it possible for the business to have some predictability.”
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@WeAreCTO2 / @DocOnDev
Why Stable Teams?
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@WeAreCTO2 / @DocOnDev
Because Tuckman’s
Forming Storming Norming Performing
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@WeAreCTO2 / @DocOnDev
Pe
rfo
rman
ce
Time
Forming Storming Norming Performing
Because Tuckman’s
![Page 8: Tuckman Was Wrong](https://reader034.fdocuments.net/reader034/viewer/2022052117/5a6730447f8b9aaa098b484f/html5/thumbnails/8.jpg)
@WeAreCTO2 / @DocOnDev
Pe
rfo
rman
ce
Time
Forming
Storming
Norming
PerformingBecause Tuckman’s
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@WeAreCTO2 / @DocOnDev
That’s wrong?What if. . .
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@WeAreCTO2 / @DocOnDev
the problem wasn’t because Tuckman’s?
What if. . .
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@WeAreCTO2 / @DocOnDev
Pe
rfo
rman
ce
Time
Forming
Storming
Norming
Performingbecause Tuckman’s
![Page 12: Tuckman Was Wrong](https://reader034.fdocuments.net/reader034/viewer/2022052117/5a6730447f8b9aaa098b484f/html5/thumbnails/12.jpg)
@WeAreCTO2 / @DocOnDev
Pe
rfo
rman
ce
Time
Forming
Storming
Norming
Performingbecause Tuckman’s
![Page 13: Tuckman Was Wrong](https://reader034.fdocuments.net/reader034/viewer/2022052117/5a6730447f8b9aaa098b484f/html5/thumbnails/13.jpg)
@WeAreCTO2 / @DocOnDev
Because Tuckman’sP
erf
orm
ance
Time
Forming
Storming
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@WeAreCTO2 / @DocOnDev
Pe
rfo
rman
ce
Time
Forming
Storming
Norming
PerformingBecause Tuckman’s
![Page 15: Tuckman Was Wrong](https://reader034.fdocuments.net/reader034/viewer/2022052117/5a6730447f8b9aaa098b484f/html5/thumbnails/15.jpg)
@WeAreCTO2 / @DocOnDev
Pe
rfo
rman
ce
Time
Forming
Storming
Norming
Performing
Storming
Storming Storming
Norming
NormingNorming
Because Tuckman’s
![Page 16: Tuckman Was Wrong](https://reader034.fdocuments.net/reader034/viewer/2022052117/5a6730447f8b9aaa098b484f/html5/thumbnails/16.jpg)
@WeAreCTO2 / @DocOnDev
Pe
rfo
rman
ce
Time
Forming
Storming
Norming
Performing
Storming
Storming Storming
Norming
NormingNorming
Because Tuckman’s
![Page 17: Tuckman Was Wrong](https://reader034.fdocuments.net/reader034/viewer/2022052117/5a6730447f8b9aaa098b484f/html5/thumbnails/17.jpg)
@WeAreCTO2 / @DocOnDev
Pe
rfo
rman
ce
Time
Forming
Storming
Norming
Performing?
Storming
Storming StormingNormingNorming
Norming
Because Tuckman’s
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@WeAreCTO2 / @DocOnDev
Act
ivit
y O
ccu
rre
nce
Time
Tuckman’s (for real, yo)Forming
Storming
Performing
Norming
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@WeAreCTO2 / @DocOnDev
the problem wasn’t because Tuckman’s.
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@WeAreCTO2 / @DocOnDev
the problem was because resources?
What if. . .
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@WeAreCTO2 / @DocOnDev
because resources
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@WeAreCTO2 / @DocOnDev
because resources
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@WeAreCTO2 / @DocOnDev
because resources
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@WeAreCTO2 / @DocOnDev
because resources
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@WeAreCTO2 / @DocOnDev
because resourcesH
ou
rs S
pe
nt
Active Project Count
1 2 3 4 5
3224
168
8
8
8
8
8
816
2432
Active WorkOther TasksContext Switching
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@WeAreCTO2 / @DocOnDev
8 H
ou
rs o
f w
ork
co
mp
lete
d in
…
0
25
50
75
100
Active Project Count
1 2 3 4 5
10 13.320
40
because resources
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@WeAreCTO2 / @DocOnDev
because resources
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@WeAreCTO2 / @DocOnDev
Task
Tim
e
Allocation
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
because resources
![Page 29: Tuckman Was Wrong](https://reader034.fdocuments.net/reader034/viewer/2022052117/5a6730447f8b9aaa098b484f/html5/thumbnails/29.jpg)
@WeAreCTO2 / @DocOnDev
8 H
ou
rs o
f w
ork
co
mp
lete
d in
…
0
25
50
75
100
Allocation
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
because resources
One Project
![Page 30: Tuckman Was Wrong](https://reader034.fdocuments.net/reader034/viewer/2022052117/5a6730447f8b9aaa098b484f/html5/thumbnails/30.jpg)
@WeAreCTO2 / @DocOnDev
8 H
ou
rs o
f w
ork
co
mp
lete
d in
…
0
25
50
75
100
Allocation
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
because resources
Two Projects
![Page 31: Tuckman Was Wrong](https://reader034.fdocuments.net/reader034/viewer/2022052117/5a6730447f8b9aaa098b484f/html5/thumbnails/31.jpg)
@WeAreCTO2 / @DocOnDev
8 H
ou
rs o
f w
ork
co
mp
lete
d in
…
0
25
50
75
100
Allocation
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
because resources
Three Projects
![Page 32: Tuckman Was Wrong](https://reader034.fdocuments.net/reader034/viewer/2022052117/5a6730447f8b9aaa098b484f/html5/thumbnails/32.jpg)
@WeAreCTO2 / @DocOnDev
8 H
ou
rs o
f w
ork
co
mp
lete
d in
…
0
25
50
75
100
Allocation
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
because resources
Four Projects
![Page 33: Tuckman Was Wrong](https://reader034.fdocuments.net/reader034/viewer/2022052117/5a6730447f8b9aaa098b484f/html5/thumbnails/33.jpg)
@WeAreCTO2 / @DocOnDev
8 H
ou
rs o
f w
ork
co
mp
lete
d in
…
0
25
50
75
100
Allocation
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
because resources
Five Projects
![Page 34: Tuckman Was Wrong](https://reader034.fdocuments.net/reader034/viewer/2022052117/5a6730447f8b9aaa098b484f/html5/thumbnails/34.jpg)
@WeAreCTO2 / @DocOnDev
stable teamsSolved
because resources
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@WeAreCTO2 / @DocOnDev
bUT. . .
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@WeAreCTO2 / @DocOnDev
and
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@WeAreCTO2 / @DocOnDev
“…different areas of code are going to need different skill-sets at different times, and for that reason we need [people] to go and work on those particular areas at different times… None of this is basically static. It’s very fluid. And if you have the ability to reteam, then you are able to go do this sort of thing consistently.”
– Michael Feathers
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@WeAreCTO2 / @DocOnDev
“None of this is basically static. It’s very fluid. And if you have the ability to reteam, then you are able to go do this sort of thing consistently.”
– Michael Feathers
![Page 39: Tuckman Was Wrong](https://reader034.fdocuments.net/reader034/viewer/2022052117/5a6730447f8b9aaa098b484f/html5/thumbnails/39.jpg)
@WeAreCTO2 / @DocOnDev
reteam
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@WeAreCTO2 / @DocOnDev
Cabals at Valve
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@WeAreCTO2 / @DocOnDev
Spotify
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@WeAreCTO2 / @DocOnDev
reteam starters
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#Agile2016 / #CultureACED / @DocOnDev
four factorsl e a d t o b e t t e r t e a m performance & collective satisfaction… AUTONOMY
CONNECTIONEXCELLENCEDIVERSITY
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#Agile2016 / #CultureACED / @DocOnDev
AUTONOMY
CONNECTION
EXCELLENCE
DIVERSITY
four factorsl e a d t o b e t t e r team performance & c o l l e c t i v e satisfaction…
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@WeAreCTO2 / @DocOnDev
reteam patterns
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@WeAreCTO2 / @DocOnDev
socialization
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@WeAreCTO2 / @DocOnDev
Mitosis
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@WeAreCTO2 / @DocOnDev
Volunteer Fire Dept.
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@WeAreCTO2 / @DocOnDev
trading places
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@WeAreCTO2 / @DocOnDev
–Nayan Hajratwala
“Reteaming is inevitable. You might as well get good at it.”
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Only try to realize the truth.
There is no team.
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@WeAreCTO2 / @DocOnDev
• Stable Teams Pattern - https://sites.google.com/a/scrumplop.org/published-patterns/product-organization-pattern-language/development-team/stable-teams
• Tuckman’s Stages of Group Development - https://en.wikipedia.org/wiki/Tuckman%27s_stages_of_group_development
• Using the Stages of Team Development - http://hrweb.mit.edu/learning-development/learning-topics/teams/articles/stages-development
• Stages of Small-Group Development Revisited - http://www.staff.science.uu.nl/~daeme101/Stages%20of%20Small-Group%20Development%20Revisted.pdf
• Theories and Models of Group Development - https://en.wikipedia.org/wiki/Group_development
• DAU Model of Team Development - http://www.dtic.mil/dtic/tr/fulltext/u2/a493549.pdf
• Dynamic Reteaming: How We Thrive by Rebuilding Teams - https://www.agilealliance.org/wp-content/uploads/2016/07/H.Helfand.Dynamic-Reteaming-How-We-Thrive-by-Rebuilding-Teams.pdf
• Quality Software Management: Systems Thinking by Gerald Weinberg - http://amzn.to/2d7SIZ9
• Valve Handbook - http://assets.sbnation.com/assets/1074301/Valve_Handbook_LowRes.pdf
• Spotify Culture Video - https://labs.spotify.com/2014/03/27/spotify-engineering-culture-part-1/
• Squads / Chapters / Guilds - http://nomad8.com/wp-content/uploads/2014/02/Squads-Chapters-Guilds-in-one-page.graffle.pdf