Tuckman Was Wrong
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Agile and Beyond 2017 Presentation on Tuckman's Theory of Team Development. This theory was based on non-scientifically gathered surveys and has never been empirically proven despite dozens of scientific attempts. This talk covers why stable teams may have been a good thing and why we want to consider dynamic teams as we face new challenges.
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Tuckman Was Wrong
- 2. @WeAreCTO2 / @DocOnDev Doc Norton, CEO doc@wearecto2.com @DocOnDev
- 3. @WeAreCTO2 / @DocOnDev Stable Teams
- 4. @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.”
- 5. @WeAreCTO2 / @DocOnDev Why Stable Teams?
- 6. @WeAreCTO2 / @DocOnDev Because Tuckman’s Forming Storming Norming Performing
- 7. @WeAreCTO2 / @DocOnDev Performance Time Forming Storming Norming Performing Because Tuckman’s
- 9. @WeAreCTO2 / @DocOnDev That’s wrong? What if...
- 10. @WeAreCTO2 / @DocOnDev the problem wasn’t because Tuckman’s? What if...
- 13. @WeAreCTO2 / @DocOnDev Because Tuckman’sPerformance Time Forming Storming
- 15. @WeAreCTO2 / @DocOnDev Performance Time Forming Storming Norming Performing Storming Storming Storming Norming Norming Norming Because Tuckman’s
- 16. @WeAreCTO2 / @DocOnDev Performance Time Forming Storming Norming Performing Storming Storming Storming Norming Norming Norming Because Tuckman’s
- 17. @WeAreCTO2 / @DocOnDev Performance Time Forming Storming Norming Performing? Storming Storming Storming Norming Norming Norming Because Tuckman’s
- 18. @WeAreCTO2 / @DocOnDev ActivityOccurrence Time Tuckman’s (for real, yo) Forming Storming Performing Norming
- 19. @WeAreCTO2 / @DocOnDev the problem wasn’t because Tuckman’s.
- 20. @WeAreCTO2 / @DocOnDev the problem was because resources? What if...
- 21. @WeAreCTO2 / @DocOnDev because resources
- 22. @WeAreCTO2 / @DocOnDev because resources
- 23. @WeAreCTO2 / @DocOnDev because resources
- 24. @WeAreCTO2 / @DocOnDev because resources
- 25. @WeAreCTO2 / @DocOnDev because resources HoursSpent Active Project Count 1 2 3 4 5 32 24 16 8 8 8 8 8 8 8 16 24 32 Active Work Other Tasks Context Switching
- 26. @WeAreCTO2 / @DocOnDev 8Hoursofworkcompletedin… 0 25 50 75 100 Active Project Count 1 2 3 4 5 10 13.3 20 40 because resources
- 27. @WeAreCTO2 / @DocOnDev because resources
- 28. @WeAreCTO2 / @DocOnDev TaskTime Allocation 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% because resources
- 29. @WeAreCTO2 / @DocOnDev 8Hoursofworkcompletedin… 0 25 50 75 100 Allocation 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% because resources One Project
- 30. @WeAreCTO2 / @DocOnDev 8Hoursofworkcompletedin… 0 25 50 75 100 Allocation 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% because resources Two Projects
- 31. @WeAreCTO2 / @DocOnDev 8Hoursofworkcompletedin… 0 25 50 75 100 Allocation 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% because resources Three Projects
- 32. @WeAreCTO2 / @DocOnDev 8Hoursofworkcompletedin… 0 25 50 75 100 Allocation 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% because resources Four Projects
- 33. @WeAreCTO2 / @DocOnDev 8Hoursofworkcompletedin… 0 25 50 75 100 Allocation 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% because resources Five Projects
- 34. @WeAreCTO2 / @DocOnDev stable teams Solved because resources
- 37. @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
- 38. @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
- 40. @WeAreCTO2 / @DocOnDev Cabals at Valve
- 42. @WeAreCTO2 / @DocOnDev reteam starters
- 43. #Agile2016 / #CultureACED / @DocOnDev four factors l e a d t o b e t t e r t e a m performance & collective satisfaction… AUTONOMY CONNECTION EXCELLENCE DIVERSITY
- 44. #Agile2016 / #CultureACED / @DocOnDev AUTONOMY CONNECTION EXCELLENCE DIVERSITY four factors lead to better team performance & c o l l e c t i v e satisfaction…
- 45. @WeAreCTO2 / @DocOnDev reteam patterns
- 48. @WeAreCTO2 / @DocOnDev Volunteer Fire Dept.
- 49. @WeAreCTO2 / @DocOnDev trading places
- 50. @WeAreCTO2 / @DocOnDev –Nayan Hajratwala “Reteaming is inevitable. You might as well get good at it.”
- 51. Only try to realize the truth. There is no team.
- 52. @WeAreCTO2 / @DocOnDev Doc Norton, CEO doc@wearecto2.com @DocOnDev thank you!
- 53. @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