Recommended Reads 2025-06-27
In diesem Artikel geht es um effiziente und ineffiziente Team-Zusammenstellungen, die sich direkt auf Lead- und Cycle-Times, Produktivität und natürlich auch die Zufriedenheit in den Teams selbst auswirken. Stichworte: Component Teams und Feature Teams.
A problem in component teams is that they require handoffs between teams in order to produce the final outcomes for customers. Handoffs are costly because they cause waiting, require more meetings with more participants, and miss background and information like Chinese whispers. They also trigger conflicts between teams.
The more handoffs an organization has, the longer the lead time will be. The most effective way to reduce the lead time is to eliminate handoffs.
Study after study proved that the cross-functional team experiences higher performance than the component team.
Im nächsten Artikel wird das Thema der Vorhersagbarkeit in Software Teams behandelt.
The desire for predictability is understandable. Stakeholders want to know when something will be done, what features it will include, and how much it will cost. And they want all of these to be fixed at the start. This is Iron Triangle Project Management Thinking. Agile was created as a replacement of this thinking, not to improve it.
https://medium.com/the-pragmatic-agilists/the-myth-of-predictability-in-software-teams-de623396dac8
Wie man mit dem RACI-Modell Teamwork und Agilität spielend zerstören kann ist in diesem Artikel beschrieben. Stichwort “Theory X Culture”, bzw. “Theory X Manager”
Characteristics of Theory X management style include beliefs that workers:
Dislike work
Avoid responsibility
Must be controlled and driven to do their work
Require continual supervision
Need to be incentivized, such as by bonuses or other rewards
Do not have intrinsic motivation
In short, Theory X managers have a pessimistic view of their people and believe they require carrot and stick type motivation to do their jobs.
The matrix, intended to clarify, can ironically obscure the value of self-organization and shared problem-solving.
When things go sideways, or deadlines become unreachable, the RACI is often consulted to determine who to blame. Who is “responsible” for this mess? It becomes primarily a finger pointing tool.
A Culture of Blame emerges.
But that’s not the worst effect it can have.
https://medium.com/the-pragmatic-agilists/the-raci-a-team-killer-75f5585c83a3