Team of Teams “Brooks Law” ? Grouping teams togehter that have a lot Team size really matters. Teams of 5-7 people What are of interaction helps to create alignment. who are high-performing are 100% faster. But if more then 3-4 teams dependencies our guiding Seeding principles? need to be adressed to create more Make People autonomy. Minimum Viable Bureacracy When creating new teams Awesome Before adding a new piece of structure ask we split one big team in two smaller “Conway's Law” yourself what the value is, and if there teams. In this way the new smaller teams Experiment & Deliver Value design systems that mirror might be a different way if applying Agile inherits values, knowledge and can get Learn Rapidly Continuously Organizational Patterns their own communication structure. principles and values? mature quicker. This keeps the speed up in the . and Emergent Constraints to handle VUCA in a Nutshell Make Safety ? a Prerequisite ? How do we ? How do we version 1.0 grow teams & What type of measure Good Practises for Development individuals? teams do success? VALUE The DM can have responsibility The DM is Customer Journey Teams Product Teams VALUE METRICS for people in one capability/chapter, responsible for the we need? INTERNAL VALUE or for one, or several teams. people and the over FLOW Vision & Goals I.e., Internal quality measures The DM belong to one LT, but all standards and capabilities of Before During After FLOW METRICS - Escaped defects the people he/she are one chapter. Growing individual Cost of Delay for features, - Defect density (number of defects per responsible for are working and chapter competence. Support, software size, like lines of code) coach and train people and set feature sets, projects Q1 Q2 Q3 in different teams, not just standads together in the chapter. Cycle time for features EXTERNAL VALUE the closest ones. General Support in recruiting and Lead time for features, Value delivered (risk vs. value questions is the DM closest . This DM would then feature sets, projects over time, value points, etc.) reponsible for, personal work closely with the Head/Lead Cumulative flow diagram - Time-to-Market ones the dedicated DM. within the capability. Epic release and burndown - Customers satisfaction Leadership Team Throughput Delivers on strategies connected to the Delivers on Strategies connected to specific Blocked time USABILITY METRICS Roles Chapter customer journey, such as Increasing products & maintain the platform for long New Customers, LTV or Increased Usage. term high quality & speed. FLOW ITEMS Ease of use Product Owner PO - Chapter Features Effectiveness Efficiency Scrum Master SM - Chapter Defects Platform Teams Risks Sense of Capabilities Self Service Teams Self Debts Simplicity being Service Service Online Marketing Marketing - Chapter in control Dev Ops Development Development - Chapter Design Ops Executive Flow Satisfaction Consistency People Ops Removes impediments and Learnability UX & Design Design - Chapter Leadership Teams support the whole organization NEED-BASED METRICS and more... to create flow. ? ? Analysis Analysis - Chapter Use the KANO model to gauge the Platform Teams delivers functionality in the Service Teams acts to deliver self service for all Are we FLOW VALUE Are we platform to support needs from the percentage that a given user’s need is Operations Operations - Chapter other teams. Could also coach, train, mentor Executive Value optimizing optimizing being met by the product along three Customer Journey - & Product Teams. and support in alignment and strategic input. gives direction and prioritize for flow? for value? dimensions: on strategic portfolio level to - Expected quality enable value delivery in the - Performers whole organization. - Exciters ? CPO, PM and PO Alt. #3 Chief Strategic Leadership Team What is the Responsible for optimizing value delivered by the Team & the organization. The Product Management roles starts Chief Product Owner capability we Product Owner Enterprise Agile Coach Chief Product Owner with a PO in the team, to scale the product management Customer Journey ? Flow of information People and Culture Customer Experience Lead need to function well we might concider adding more than one How do we team to the POs responsibility. We can also add a PM to Development Manager Tech Lead scale? handle program priorities and vision, and/or, we might Product Manager Alt. #2 enable both Executives have a CPO, or even two if we have a customer journey autonomy & ? Do we need any more Support Teams based organization. alignment How do we people in the LT to: Leadership team Product Owner Alt. #1 enable flow of - Make decisions? People & Finance Q3 Two Chief Product Owners taking a shared Culture Q2 responsibility for leading the product development. information - Share information? Q1 Teams - Consult? - Co-ordinate? Sec Dev Design Ops Ops Ops When setting up the Agile Management structures Before During After we want to enable a quick flow of both information and strategy from teams, to leadership teams to Release 1 remove hinders as quickly as possible and to Release 2 keep our strategies as informed as possible. Release 3 Alt. #4 One Program Backlog Agile Product Teams Release 1 ? One Program Backlog as well as individual team What is the Release 2 Release 1 as well as individual team product backlog Release 3 Minimum Release 2 product backlog Valuable Release 3 Team of Teams Bureaucracy The Teams are grouped in Teams of Teams One Product Backlog to be able to deliver value together towards with several teams the markets. 3-4 teams is a good sice of Support teams teams of teams to enable both alignment Catalyst Leadership in the suport team for enabling and autonomy. performance, mastery and high performance. Team-members could sit in & belong to a product Scalability team, or leadership team. The Team of Team structure is a scalable solution. But make sure the teams and team of Develop common structures as self service for all teams can deliver value and don’t have Agile teams and continuous development based on dependencies that are blocking them a pull-system. They also train and coach team members to develop competencies - all for the teams to be able to be as autonomous as possible. Agile Leadership Team This pattern is either - or - having development Agile Management Areas managers taking ownership over chapters.

In Agile organizations a leader is usually usually Q1 Q2 Q3 only in one area. Either PEOPLE, PRODUCT, TECHNOLOGY or PROCESS. Agile coaches work in the Process domain, but coach the people in Team of Teams all areas to improve value and flow continously. What ? The Agile Leadership Flower One Backlog with 3-4 teams Leadership Team resonsibilities Team of Teams Team of Teams conected by the Customer Journey, or Team The Leadership teams mission The team of teams are taking do we have in ownership ower one product, taking ownership of a product. is to support the product teams to make One Program Backlog with Teams one part of the Customer Journey quick and well informed desicions and our leadership 3-4 teams Team of Teams supported by Cross Functional Agile leadership teams. The team has their or platforms that other teams Team Mission & Product to deliver at a high pace. The Leadership team The team of teams are loosely own backlog, taking uses. Backlog Team is cross functional and usually coupled by delivering Team Mission & Product Backlog ownership of one People Process consists of an Agile Coach, a Tech Lead, on shared deliveries from the All teams have a Product Owner product. The team has The cross functional Agile All teams have a Scrum Master. All team have a Product Owner, and they a Development Manager and a program backlog, which can and they have a Team Mission Tactical Leadership Team Leadership Team works together on have a Team Mission and a Product Backlog a Product Owner and a Product Manager/PO. be Company BETs, or shared and a Product Backlog of their moving the organization forward ALT of their own. Teams are taking ownership Scrum Master, but Options responsibilities. own. Teams are taking ownership while working within each area ower one product, one part of the Customer no aligning structures Tech Lead might not be needed ower one product, one part of the supporting their people in Journey or platforms that other teams uses. and no Product in the ledadership team, but Customer Journey or platforms operational and tactical as well as Infographic Poster by: All teams have a Scrum Master. Organization. Product Technology instead be represented by the teams. that other teams uses. supporting and collaborating with Also a UX-lead might be needed in the [email protected] All teams have a Scrum Master. the the strategic leadership team. Free Download: dandypeople.com/blog leadership team. Download: dandypeople.com/blog