Building Cross functional teams by example.

Cross functional team (CFT) as a whole has all the skills needed to build the product, and that each team member is willing to do more than just their own thing. Agile methodologies recommend long lived CFTs to implement agile manifesto and principles effectively. CFTs have become more popular in recent years for many reasons that include but not limited to:

  1. They improve coordination and integration
  2. They are flexible to adapt to changing market needs
  3. They develop innovative products more quickly
  4. They span across organization boundaries
  5. They improve problem solving and lead to more thorough decision making

To be precise, we are not fully agile if we do not nurture CFTs. Not far from now, you will see digital enterprises trying to compete with each other in developing and releasing their apps every 5 days.  CFTs will become one of the fundamental pillars for agile methodologies to adapt to such aggressive future needs

Building CFTs is an art and nurturing collaboration among CFTs is even more challenging. In this talk, I will explain about

(1) Building Cross Functional Teams by Example

(2) Nurturing Cross-functional Team Collaboration

(3) Imperative elements that need to be considered for succeeding with cross functional teams. Without proper attention to these elements, any cross-functional team will be fighting an uphill battle to succeed.

 

 
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Outline/structure of the Session

  1. Cross Functional Team (CFT)
    • What is CFT?
    • Why CFTs are popular in recent years?
    • Role of CFTs in meeting future enterprise needs
  2. Building Cross Functional Teams by Example
    • Adaptive planning framework for “Team level” upscaling
    • Adaptive planning framework for “Employee level” upscaling
    • Retrospective measures used and lessons learnt
  3. Nurturing collaboration among CFTs: Potential Challenges observed and measures taken to address these challenges
  4. Conclusion: Imperative elements that need to be considered for succeeding with cross functional teams. Without proper attention to these elements, any cross-functional team will be fighting an uphill battle to succeed.

Learning Outcome

Teams will understand the significance of building cross functional teams

What is the difference between cross functional team versus traditional scrum team

Through an example based model, learn how to build cross functional teams

Steps to be considered while nurturing collaboration among cross functional teams

Imperative elements that need to be considered for succeeding with cross functional teams

Target Audience

Scrum masters, Product owners, Development Teams

schedule Submitted 2 years ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Joel Tosi
    By Joel Tosi  ~  2 years ago
    reply Reply

    Hi Krishnamurty,

         Interesting submission.  Help me understand who is your intended audience, i.e. based upon your session - who would act?  

     

    Also, while I appreciate this at a DevOps level, would it fit more in the enterprise-agile or agile-in-the-trenches tracks?

     

    Best,

    Joel

    • Krishnamurty VG Pammi
      By Krishnamurty VG Pammi  ~  2 years ago
      reply Reply

      Hi Joel,

      Greetings! If we see conference agenda “Cross-functional Team Collaboration” is positioned under “Continuous Delivery & Dev ops”.  I followed this classification thinking Cross Functional teams contribute to continuous delivery.

      Audience can be anybody practicing agile methodologies because we are not fully agile if we do not cultivate cross functional teams among our organizations.

      Please let me know incase you have any other comments.

      Regards,

       

      Krishnamurty

      • Joel Tosi
        By Joel Tosi  ~  2 years ago
        reply Reply

        Thanks much Krishnamurty.  I checked out the slides and it looks interesting.  45 minutes though feels long for a case study / story.  Would you be interested / able to get the same learnings in 20 minutes?  

        • Krishnamurty VG Pammi
          By Krishnamurty VG Pammi  ~  2 years ago
          reply Reply

          Hi Joel,

          I thought through your suggestion. Explaining transformation at team level and employee level require good explanation because I have to cover 5 levels (of team level transformation) and employee wise transition states between those 5 levels.  

          When I cover below themes, audience will get good perspective only when I narrate our field examples. This requires time.

          1. Retrospective measures taken (i.e. Mentor Mentee feedback sessions, Cross Mentor sessions and Cross Mentee session)

          2.  Nurturing collaboration among CFTs: Potential Challenges observed and measures taken to address these challenges

          3. Imperative Elements that need be considered…

           When I cover challenges faced and how our teams addressed them, I expect good questions from participants.

           

          Thus, squeezing the session to 20 minutes may impact quality of the session in my opinion.   

           

          Regards,

          Krishnamurty

  • Srinath Chandrasekharan
    By Srinath Chandrasekharan  ~  2 years ago
    reply Reply

    Hi krishamurthy,

    Will you be presenting a case study with examples from real projects ? If yes, can you please share them to help us to evaluate this proposal

    regards,

    Srinath

    • Krishnamurty VG Pammi
      By Krishnamurty VG Pammi  ~  2 years ago
      reply Reply

      Hi Srinath,

      Did you get a chance to view my slides. Please let me know incase you find any difficulty in accessing my slides. You can find my draft slides at the link 

      https://drive.google.com/folderview?id=0B2mjbui65byOfmNvUDhJTlcwdXg0Nk04WW9UTkpOaE81MXVHc2dZdzduNUFRVTdnZ2NKSlU&usp=sharing

       

      Regards,

      Krishnamurty

    • Krishnamurty VG Pammi
      By Krishnamurty VG Pammi  ~  2 years ago
      reply Reply

      Hi Srikanth,

      Yes Srikanth, I will be presenting a case study with example from real program where I got personally associated as an agile coach. You can find my draft slides at the link 

      https://drive.google.com/folderview?id=0B2mjbui65byOfmNvUDhJTlcwdXg0Nk04WW9UTkpOaE81MXVHc2dZdzduNUFRVTdnZ2NKSlU&usp=sharing

      Please let me know incase you need any further information.

      Regards,

       

      Krishnamurty.

      • Krishnamurty VG Pammi
        By Krishnamurty VG Pammi  ~  2 years ago
        reply Reply

        Hi Srinath,

        Did you get a chance to view my slides. Please let me know incase you find any difficulty in accessing my slides. You can find my draft slides at the link 

        https://drive.google.com/folderview?id=0B2mjbui65byOfmNvUDhJTlcwdXg0Nk04WW9UTkpOaE81MXVHc2dZdzduNUFRVTdnZ2NKSlU&usp=sharing

         

        Regards,

        Krishnamurt


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    1. Outlook of scrum is highly favourable. Although scrum methodologies have greatly increased productivity, scrum is not without its problems. We need to quickly address these gaps
    2. While scrum has kept scrum roles and scrum artifacts lean, it has empowered teams on the ground to learn the art of performing scrum events. Are we keeping these events lean and Valuable?
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    6. Where do the scrum teams stand on "expected scrum patterns" in each of the scrum events (case findings based on my experience)
    7. Leverage "Lean Framework" to craft scrum events towards value generation. How to draw "AS-IS" and "TO-BE" Value stream management maps for two scrum events.
    8. Leverage "Lean framework" to help scrum teams to learn the art of performing scrum events through realizing value and enhancing their reach on "expected scrum patterns".
    9. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software” The term value is increasingly becoming starting point of what we do. We need to keep questioning everything we do using customer value generation as the yard stick

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    This is where Lean-scrum could prove to be powerful...

     

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    Jeganathan Swaminathan - TDD - the good, bad and ugly part

    90 mins
    Tutorial
    Advanced

    Being an Agile Coach & TDD Consultant, I have helped many product companies during their Agile transformation journey. I have observed many interesting good, bad and ugly practices followed in industry in the name of TDD. I would like to share my experience with the audience and guide them towards the correct direction and help them extract the true benefit of TDD.

    To give a simple example, using code-coverage as a metrics to measure the effectiveness of the Unit Test Cases is one of the common mistakes committed by many companies. 

    In my presentation, I would like to demonstrate hands-on and discuss, how to effectively follow TDD and what to watch out and avoid bad practices in TDD.

  • Liked Manish Chiniwalar
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    Manish Chiniwalar - Workshop on Design Sprint - Concept to Confidence in less than 5 days

    960 mins
    Workshop
    Intermediate

    How fast can you go from an Idea to Reality?

    From an idea to the time you validate your solution with real users - not friends and family, how long does it take?
    In case you are yet to start, how long should you take?

    Lean Startup is a buzz-word these days. And for a good reason too - it works! But, there may be times when you get hung-up trying to validate with methods like landing pages, MVPs, MVFs and Interviews. And before you know it, a month has passed by, trying to generate traffic to your landing pages, making sense of analytics and polishing your MVP. 

    The Google Ventures' Design Sprint is a framework for solving real-world problems through research, ideation, prototyping and talking to real users, in 5 days or less.

    How will Design Sprint help?

    • Focus. First off, design sprint will put you on the clock. 3-5 days of complete immersion. 
    • Build the right thing. Taking a Design Thinking approach inspired by IDEO, will help you look at the problem the way your customer would. Then user your teams creativity to solve it in unique ways. 
    • See the Truth. When you'll put the prototype to test in the hands of a real user, your team will see first-hand what works and what doesn't. It's the next best thing to reading your customer's minds.
    • With a couple of days still left in the week, you relax with a cup of Earl Grey tea and do some more thinking. Probably, get ready for the next sprint.

     

    When we conducted design sprints with our customers, we had some unexpected realizations:

    • We saw that the ownership and motivation in the team improved significantly.
      They were mindful about "why" they were working on the features they were working on.
    • Our customers would say, "This has completely changed the way I think about building products." 
      Going from a solution driven approach to problem-first approach and keeping the products very lean.

     

  • Liked Neil Killick
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    Neil Killick - The Slicing Heuristic - A #NoEstimates Method for Defining, Splitting, Measuring and Predicting Work

    Neil Killick
    Neil Killick
    Lead Agile Coach
    MYOB
    schedule 2 years ago
    Sold Out!
    45 mins
    Talk
    Advanced

    This is a concept I devised a couple of years ago, and it seems there is a new #NoEstimates audience that would like to know more about it.

    A Slicing Heuristic is essentially:

    An explicit policy that describes how to "slice" work Just-In-Time to help us create consistency, a shared language for work and better predictability.

    The Slicing Heuristic seeks to replace deterministic estimation rituals by incorporating empirical measurement of actual cycle times for the various types of work in your software delivery lifecycle.

    It is based on the hypothesis that empiricism leads to smaller cycle time duration and variation (which in business value terms means quicker time to market and better predictability) because it requires work to be sliced into clear, simple, unambiguous goals. Crucially, the heuristic also describes success criteria to ensure it is achieving the level of predictability we require.

    Its application is most effective when used for all levels of work, but can certainly be used for individual work types. For example, a User Story heuristic can be an extremely effective way of creating smaller, simpler work increments, allowing teams to provide empirical forecasts without the need for estimating how long individual stories will take. However, if you are able to incorporate this concept from the portfolio level down, the idea is that you define each work type (e.g. Program, Project, Feature, User Story, etc.) along with a Slicing Heuristic, which forms part of that work type’s Definition of Ready.

    This talk will equip teams and organisations who are established on their Agile journey with a robust, clear and repeatable method for improving the quality and time-to-market of their software development efforts.

  • Liked Rahul
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    Rahul - How to measure the outcome of Agile transformation?

    45 mins
    Case Study
    Beginner

    With many organization moving to Agile environment, it is important to have a model that can help us identify if the Agile Transformation is resulting in the expected outcome. This session would present different measurement models to measure the outcome of Agile transformation in an organization.

    The paper covers various measurement models that can be used during different phases of Agile transformation. The session also presents outcome of a survey conducted by the author on how different organizations, Agile coaches & leaders are measuring effectiveness of their Agile implementation. It would present a research on how different organization perceive success of Agile adoption, what are the parameters used by different organizations and how different people present the changes observed by adopting Agile environment.

    e.g. 20% respondents each said ‘Delivery cycle time’ & ‘Delivering business value’ as the key parameters. And other 20% mentioned ‘Working Software’ / ‘Customer Satisfaction’ & ‘Reduction in defects, waste & risks’ as the parameters for measuring success of Agile.

    The session also presents a case study of Agile transformation where these different effectiveness measurement models were applied successfully. It covers various aspects like Business case definition of Agile implementation, Agile Transformation roadmap, Agile readiness assessment, Agile current state assessment, Agile effectiveness evaluation and ROI of Agile implementation.

    The session would also include an Agile Innovation Game, where the attendees would brainstorm with their peers on how they currently capture the changes brought by implementing Agile in their organization.