positive influence degree agiles 2010 eros silva

Positive Influence Degree Overview

October, 2010

Eros Silva

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The Author

Eros Silva is Scrum master, specialist in Software Engineering, by

Federal University of Pernambuco (ETFPE), and has been working with

Scrum since 2006. Eros is high experienced leading teams, 10 years old

experienced, including not just only IT teams, but cross functional ones.

Eros Silva plays the manager role In Accenture Brazil and is currently

running a program in Nokia Brazil, an outsourcing with two projects, and

a program in Natura Brazil with 4 projects – all projects using Scrum.

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Objective

Provide an overview about what is

the Positive Influence Degree

framework and how to apply it to

create a collaborative team

environment

4

Motivation

Introduction

The Game

Key Metrics

Recognition and Rewarding

Next Steps

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Motivation

Rating an individual is hard process;

Scrum teams are supposed as self manager. Why totally exclude the

rating process ?

Only Manager Vision (OMV) Factor ;

Build a Scrum team with team members with a old vision of

software engineering/management it is a hard process;

“Once I’ve made my part it is done”

How to easily measure proactivity, collaboration and reward it?

Key skills of a Scrum team member;

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Motivation

Is the premise about a Scrum team must be built with more

skilled/experienced professional truth?

What the is the best Scrum team formation?

Please consider experience and technical skill;

It is hard having a team composed by just high experienced members;

The most common scenario is having a mix;

As Scrum Master, the show it is just that!

Making professionals collaborating ASAP is the second step;

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Motivation

Introduction

The Game

Key Metrics


Next Steps

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Introduction

The main point is letting each team member choosing

the person that has most positively influenced him

considering a pre-determined time box;

The process is characterized by visual and mutual

recognition using a board and quick ceremonies;

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IntroductionObjective

Motivate mutual recognition and build a more proactive and

collaborative team; The deadline to smoothly build the collaborative culture it is the third

working week;

Other objectives:

Motivate the team including it into feedback process;

Avoid having just the Manager vision;

An easy way to reward the team and individuals identifying who most

positively influences the colleagues;

Improve the team communication;

Improve team self esteem;

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IntroductionKey Concepts

The framework is quite simple and composed by games;

The main point is letting team members point out who has most

positively influenced during a pre-determined time box;

Reward the team and individuals based on the team perspective;

Actors: The team;

The influencer:

The influenced;

the Manager:

The Scrum teamAct over other team members to positively

influence somehowWho has received the positive influence

from somebody (influencer actor)

Just a facilitator and a silent watcher

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IntroductionKey Concepts

Positive

attitudesPositive

behaviour

Positive influence

Team buildingCommitment

Proactivity

What is Proactivity ?

What is proactivity?

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IntroductionKey Concepts – PI identification

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IntroductionKey Concepts – PI identification

It must be always an individual initiative that helped other team

member or the company to achieve the results;

It could also be an really individual important achievement or an

strong individual effort in order to make better something;

It is really important the initiative has impacted

positively the company/team directly or in an

indirect way.

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IntroductionKey Concepts - PI identification

PI examples:

A hand when someone is delayed;

An article send that helped someone performing the job faster or better;

A training or workshop presented to the team;

An relevant achievement that helped the company/team;

A enhancement of individual or team productivity by applying some tool,

methodology or process;

An explanation of some technical/methodology that helped someone to

better perform some activity;

A problem anticipation that has saved time or has increased the quality;

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IntroductionKey Concepts - Metric

Both two metrics are based on Positive Influence Point (PIP)

It is the positive influence identification (one stick on the board)

Team Metric: Team classification;

Individual Metric: Individual classification based on a Objective (PIO)

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Motivation

Introduction

The Game

Key Metrics


Next Steps

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The Game

2 games with the following rules:

Being visual cognitive: the team must be visually connected or sometimes

closed in a circle;

Being quick, efficient and not fancy;

Easy to apply and control with not complex tools or bureaucracy;

No leadership controlling or disturbing, just a facilitator guaranteeing all

items are being followed ;

Freedom to quick expose individual points within a time box;

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The GamePreparation

Establish a time box at the project beginning for

Positive Influence Ceremony (PIC);

Positive Influence Game (PIG);

Communicate what is the current team classification and the Positive

Influence Objectives (PIO) for each team member, privately, according

each team member level (Senior, Junior etc)

Create a board visible with each team member’s name on a most

visible place of the room where the team spends most time in;

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The GamePositive Influence Ceremony

Happens everyday just after the daily Scrum;

The team creates a circle and everyone have a chance

to point out who has influenced him in the past 24 hours;

The identification is made verbally where the influenced

will say loudly enough the influencer name and quickly

how he was influenced or impacted positively.

Slightly after, the influenced person will clue a sticker

within the influencer area identifying:Influencer

Influenced

Date

Short description

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Process DescriptionPositive Influence Game

Happens after a number of pre-determined PICs

The visual aspect is very important

raising a sense of union;

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Process DescriptionPositive Influence Game

Each time someone point out other a member both people be

interconnected by a string;

The person who has influenced will

have his string extremity signet by a

red arrow;

• Make a visual representation of

the positive network relationship;

• Easy to identify who is has and

has not added value to the team;

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Motivation

Introduction

The Game

Key Metrics


Next Steps

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Key MetricsIntroduction

It is possible evaluating individuals and the team;

The team is part of the evaluation process as this metric is

taken into consideration over hole evaluation process;

It is possible to see graphically how team is collaborating;

Metrics runs around the concept of

Resilience Network;

The resilient network is drawn based on the

results of a PIG and, based on this, the team is

classified according the relationships between

each participant;

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Key MetricsIntroduction – Resilient Network

In psychology, resilience

“is defined as a dynamic process that individuals exhibit

positive behavioral adaptation when they encounter

significant adversity, trauma, tragedy, threats, or even

significant sources of stress”[2].

Within computer science (network field) , resilience is

“the ability to provide and maintain an acceptable level of

service in the face of faults and challenges to normal

operation”[3].

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Key MetricsIntroduction – Resilient Network

Related in PID, team resilience

“takes advantage of team collaboration to build a strong

unit counting with each individual skills and positive

behavior to overcome barriers, adapting themselves due

projects adversity, being capable to stand straight faced

with obstacles and finally to maintain an acceptable level

of services faced all previous challenges”.

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Key MetricsIntroduction

The process must be as clear as possible

The team will be motivated as the OMV is less strength;

Both who collaborates and who do not will be noticed now;

Giving the chance of evaluate each other transparently and with no

wheedling stimulates the sense of ownership and responsibility

The team classification was created making a relation with some sports

characteristics;

The individual classification is based on PIPs rewarded by team

members during the games;

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Key MetricsEvaluating individuals

The PID is measurable using a percentage of influenced professionals

calculated using the team headcount;

The Positive Influence Objective (PIO) is issued to each professional

and the project beginning based on their skills;

Seniors must influence most team members (80%);

Juniors will influence less team members (20%)

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• Forecast of a Junior programmer

• PIO = 20% (two members)

Influence 100%

Study Case • Doug is a junior programmer and the PIO will be established as 20%;

• #10 Team members

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Study Case

When the PIG finishes the Doug’s PID is 50%

When a professional repeatedly cross

his PIO, it is signal of growing:

• knowledge, or

• Experience, or

• Team working, or

• a raise of commitment, or

• The individual is performing

activities in a field where he is a

specialist;

• A wrong PIO settlement

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It is important notice it is possible follow the professional growth based

on the experience each team member is acquiring during time

It is also a fact that the metric is a thermometer and other factors must be

taken into consideration when evaluating or rewarding individuals using this

technique.

An individual performing activities in a field where he is an specialist;

The role performed in some moment could affect individual performance;

Individuals working in a leadership role must evaluated in a different way, as

his job is just influence positively the others

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Key MetricsTeam evaluation

You can classify how proactive is a team by analyzing the historical

data and defining:

Rugby team ( > 60% of team members contribution);

Polo team ( from 40% to 59% of team members contribution):

Poker team ( < 40% of team members contribution);

One important note is that the classification does not takes into

consideration the total amount of PIPs, but the presence of contribution

of each team member

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Poker team – Super heroes team members

• Individual players;

• Disconnected;

• Individual targets;

• Individual benefits;

• Short term results;

• First stage of collaboration;

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Polo team - You need a horse to play

• Transition from Poker team;

• Most of times very fast, but less strength;

• Player always dependent by tools;

• Good player but bad horse problem;

• Few players and good strategy;

• Each player most of time just do what he is

supposed to;

• Between the intervals, you need the

audience fill the roles with grass;

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Rugby team - All together to achieve the goal

• Connected and cohesive team

• Commitment;

• Unique goal vision;

• Group strength;

• No tools needed

• Team spirit and wellness;

• Long term results;

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Motivation

Introduction

The Game

Key Metrics


Next Steps

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Within most of companies, the recognition process is a black box where

the manager point is the only abstract one for rewarding or promotion;

This process premise is known as the one being more unfair as possible

instead being as fair as possible

The framework adds one more important variable, the team

perspective; It pushes individuals to act directly contributing to the process, instead of

being outside as spectator complaining like a baby;

As such important recognizing the individual is recognizing the team

The recognition must be constant, intensive and public – as Scrum is.

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Recognition and Rewarding Key Points

Since the overall objective is to build a more proactive team, it is weird

rewarding just an individual when a team is disperse;

Choose a number of Sprints to count in order to recognize or reward,

avoid having just rough data and remember each one must have enough

team show how capable it is;

Make clear the recognition process including variables, rewarding

involved, the period and what you expect;

It is important the public recognition, for example building a celebration

party, or lunch, and sending emails to both team members and

managers. The framework must be applied as visual as possible;

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Avoid comparing “bananas with apples”; If the team is not big enough, try to create a list of most influencers and

ask the team to vote in who has achieved the better result for the company;

Avoid rewarding individuals faced with a poor team evaluation;

Try also relating individual rewarding with some other important target

to the team, for example, as obligatory premise the customer fully

accepting the sprints;

Scrum Masters or any leadership roles also receipt PIPs from team

members, but must be rewarded in separate process It is not fair as the main role of these guys is influencing positively the

team;

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Try to just reward individuals when each team member has, at least,

one PIP;

Stimulate all individuals pushing each other in order to achieve of

at least one PIP;

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Motivation

Introduction

The Game

Key Metrics


Next Steps

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Next Steps

Make cross team positive influence viable;

It is difficult to scale;

Multi-location teams (a software could help);

Study the resilient network patterns;

Study and register the case where a team was disinterested about

using the framework after a long period of time;

Long term teams;

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Any Questions ?

Get in touch…

[email protected]

positive influence degree agiles 2010 eros silva

Documents

key metricsteam

key metricsevaluating

rewarding

determined

team members

positive influence

key metricsintroduction

key metrics