- Paperback: 100 pages
- Publisher: The Pragmatic Programmers; 1 edition (8 December 2015)
- Language: English
- ISBN-10: 1680501283
- ISBN-13: 978-1680501285
- Product Dimensions: 19.1 x 0.6 x 23.5 cm
- Boxed-product Weight: 358 g
- Average Customer Review: 1 customer review
- Amazon Bestsellers Rank: 487,570 in Books (See Top 100 in Books)
Other Sellers on Amazon
+ FREE Delivery
+ FREE Delivery
Creating Great Teams Paperback – 8 Dec 2015
|New from||Used from|
Customers who bought this item also bought
About the Author
Sandy Mamoli is an Agile enterprise coach and consultant at Nomad8 with a focus on culture and leadership. From working in Amsterdam and Copenhagen to being one of New Zealand’s leading coaches, she brings her practical European flair and passionate advocacy for all things Agile to businesses around the world. Sandy is a former Olympian, a geek, a gadget junkie, and an international public speaker.
David Mole coaches, consults, and presents about Agile processes, teams, and motivation. He recently led an Agile transformation at Trade Me where, building upon the work of Spotify's culture, he created dozens of high-performing Agile squads. He is a highly regarded public speaker and author for InfoQ. A former professional poker player, David works for Nomad8 helping teams and organizations perform better.
From the Publisher
Q&A with Creating Great Teams authors Sandy Mamoli and David Mole
What is self-selection?
Self-selection a way of letting people choose which team to work in. It is a facilitated process of letting people self-organize into small, cross-functional teams. It is the fastest and most efficient way to form stable teams and is based on a belief that people are at their happiest and most productive if they can choose what they work on and who they work with.
How is self-selection different from self-organization?
Self-organizing teams are groups of motivated individuals who work together toward a shared goal and have the ability and authority to take decisions and readily adapt to changing demands. We like self-organizing teams, but that’s not what this book is about.
This book is about self-selection, which is a process you can use to set up self-organizing teams in the first place. Self-selection happens at an organizational level rather than at a team level and is a way to get everyone into teams. Another term for a self-selected team is a self-designed team.
What are the advantages of self-selection?
From the data we collected we know that self-selected teams are:
- More stable.
- More productive.
- More motivated.
Self-selection honors the principles of trusting people to be responsible adults who can solve complex problems and organize in a way that’s best for the organization and themselves. We believe that organizations get the best results when people can choose what they work on and who they work with.
How does Self-Selection work?
Organize a session where everyone gets together and chooses which team they want to work in.
The process is iterative and facilitated and looks like the figure to the left.
What will people take away from reading your book?
They will learn how to prepare for and organize a self-selection event. If they’re managers, they’ll learn how to convince their fellow managers that it’s a good idea in the first place, and how to communicate with their self- selection participants to make sure everyone is on board and ready.
Developers, testers, BAs, UXers, and anyone else who does hands-on work will learn how to influence their colleagues and bosses to be open to the idea of self-selection. They will be able to provide their bosses with a plan for how to facilitate a self-selection event and evidence that the system works.
|Liftoff||Creating Great Teams||Real-World Kanban||Lean from the Trenches||Manage Your Project Portfolio, 2nd edition|
|Covers||Align your team to one purpose: successful delivery. Start projects and teams the right way, with expanded concepts for planning, organizing, and conducting liftoff meetings.||People are happiest and most productive if they can choose what they work on and who they work with. Self-selecting teams give people that choice - here's how to set them up.||Your team is stressed; priorities are unclear. If your team is struggling with these symptoms, these four case studies will guide you to project success.||When systems need a serious overhaul, you need to see how it works in real life, with real situations and people. See how to deliver a successful project using Lean principles.||You have too many projects, and firefighting and multitasking are keeping you from finishing any of them. Discover agile and lean ways to collect all your work and decide which projects you should do first, second, and never.|
Review this product
1 customer review
There was a problem filtering reviews right now. Please try again later.
Most helpful customer reviews on Amazon.com
Creating Great Teams is a much needed resource for anyone embarking on improving software delivery at a large organisation. At its core is how to make team self-selection work, with plenty of evidence why it’s important, practical tips on how to get started, and valuable guidance for making it stick.
Sandy and David use a nice case-study throughout the book, so readers won’t be drowning in theory. The closing chapters of the book provide a nice insight into long-term effects and insights that you’ll be able to use to motivate people up and down the hierarchy to start with the change.
In short, I’d recommend this book to everyone thinking about scaling up agile delivery at a large organisation, especially the people who need to lead the charge.
In their talk, and the book too, Sandy and David made an interesting observation that echoed mine: People's primary consideration in selecting their teams and work areas is their relationships. Done within a guideline of "do what's best to the organization," the results are outstanding. Considering that a team will shift from storming to norming only once every member decides "I *want* to be a part of *this* team", self-selection is a shortcut to solid and therefore high-performing teams.
Some changes take a generation. The change toward the Agile mind-set (its values, beliefs, and principles) hasn't even crossed the mid-point yet. Even in the empowered, team-centric Agile environment, team self-selection remains one of the most challenging peaks to conquer. However, I believe we are getting there.
Would you like to build a healthy organization and get a head start on your competition? Suspend your disbelief, get a copy of this book, READ IT, and follow its advice.