Transitional States of Long Running Agile Teams - Revision history

Mmusij at 05:40, 10 December 2018

2018-12-10T05:40:55Z

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	There may also be a marked change in the motivations of the wider organisation where previously their "why" of agile was to deliver faster, however, in this transition state the organisation may well begin to think about "value to market" as a more appropriate driver for agile.		There may also be a marked change in the motivations of the wider organisation where previously their "why" of agile was to deliver faster, however, in this transition state the organisation may well begin to think about "value to market" as a more appropriate driver for agile.

	==Proactive State==		==Proactive Authoring State==
	In this state the team and the organisation have evolved to a ''performing'' operating level that supports each other and efficiently actively collects customer feedback to inform decisions and that "value to market" is the key differentiator.		In this state the team and the organisation have evolved to a ''performing'' operating level that supports each other and efficiently actively collects customer feedback to inform decisions and that "value to market" is the key differentiator.

	The team now enter a state where ~~there~~ outcomes and next features may not be known and are categorised as unknown unknowns. To solve for this the team may learn more new skills and approaches such as [[Design Sprint]]s and rapid prototyping for example to help them work with customers to find out which features resonate with them on a joint journey of discovery.		The team now enter a state where the outcomes and next features may not be known and are categorised as unknown unknowns. To solve for this the team may learn more new skills and approaches such as [[Design Sprint]]s and rapid prototyping for example to help them work with customers to find out which features resonate with them on a joint journey of discovery.

	Unlike the previous states, the team now actively take the initiative and confidently put forward ideas that are then confirmed, refined or discounted in continual short experimentation loops. The organisation complements this by providing a safe environment in which the team can try new ideas in order to home in on the best possible value to the market.		Unlike the previous states, the team now actively take the initiative and confidently put forward ideas that are then confirmed, refined or discounted in continual short experimentation loops. The organisation complements this by providing a safe environment in which the team can try new ideas in order to home in on the best possible value to the market.

Mmusij at 06:52, 5 December 2018

2018-12-05T06:52:55Z

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	Teams that start to use agile approaches and techniques for the first time seem to experience several transition states as their approaches mature and they begin to evolve from reactionary teams into proactive teams.		Teams that start to use agile approaches and techniques for the first time seem to experience several transition states as their approaches mature and they begin to evolve from reactionary teams into proactive teams.

			[[File:Transition_States_For_Long_Running_Agile_Teams.jpg\|500px\|Transition States For Long Running Agile Teams]]

	Below are some of the transitional states observed in over 10 teams over a 2 year period, typically in the finance sector.		Below are some of the transitional states observed in over 10 teams over a 2 year period, typically in the finance sector.

Mmusij: Mmusij moved page Transitional States of Agile Teams to Transitional States of Long Running Agile Teams

2018-12-05T05:35:47Z

Mmusij moved page Transitional States of Agile Teams to Transitional States of Long Running Agile Teams

← Older revision	Revision as of 05:35, 5 December 2018
(No difference)

Mmusij: /* Proactive State */

2018-12-05T05:35:00Z

Proactive State

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	==Proactive State==		==Proactive State==
	~~Tucman's model of performing~~		In this state the team and the organisation have evolved to a ''performing'' operating level that supports each other and efficiently actively collects customer feedback to inform decisions and that "value to market" is the key differentiator.
	In this state ~~there is a marked transition as~~ the team ~~begin~~ to ~~learn about how to discover the unknown unknowns with rapid prototyping, [[Design Sprints]],~~ and ~~low fidelity~~ customer ~~testing~~ to ~~try multiple ideas~~ and ~~gain data on which of those ideas resonate strongly~~.

	~~An experimental approach begins to take shape~~ as the ~~teams begin~~ to ~~get used~~ to ~~trying new ideas~~.		The team now enter a state where there outcomes and next features may not be known and are categorised as unknown unknowns. To solve for this the team may learn more new skills and approaches such as [[Design Sprint]]s and rapid prototyping for example to help them work with customers to find out which features resonate with them on a joint journey of discovery.

	~~Organisations~~ in this ~~state provide~~ a safe environment in which the ~~teams are enabled~~ to ~~experiment and discover~~ the ~~unknown unknowns~~.		Unlike the previous states, the team now actively take the initiative and confidently put forward ideas that are then confirmed, refined or discounted in continual short experimentation loops. The organisation complements this by providing a safe environment in which the team can try new ideas in order to home in on the best possible value to the market.

	The ~~strategic thinking is with an evolutionary~~ strategic direction that is ~~constantly refined~~ with customer and technical feedback.		The organisation may well have a cohesive strategic direction that is tuned, adapted and evolved with customer and technical feedback. This sense of flexibility, space and safety to explore also lay the foundation for disruption in the market, and provides an opportunity to positively influence customer behaviours with new innovations.

	~~The technical stack may well focus on efficiencies with a continuous improvement on automation~~

	This ~~state may~~ also ~~entertain~~ market ~~disruption~~ and ~~develop disruptive skillsets and build the confidence necessary~~ to ~~author~~ new ~~ideas into the market~~.

	~~supportive flexible~~

	==See Also==		==See Also==

Mmusij: /* Reactionary State */

2018-12-05T05:25:04Z

Reactionary State

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	This initial state can induce sensory overload on teams who naturally fall into a reactionary mode of working as they jump from one issue to the next to meet the demands. This reactionary thinking may manifest as short term thinking of 1-2 [[Sprints]] ahead at best, practices are quite mechanical as the muscle memory builds, and tension points are experienced when things are not quite right.		This initial state can induce sensory overload on teams who naturally fall into a reactionary mode of working as they jump from one issue to the next to meet the demands. This reactionary thinking may manifest as short term thinking of 1-2 [[Sprints]] ahead at best, practices are quite mechanical as the muscle memory builds, and tension points are experienced when things are not quite right.

	In this state the Tuckman's model of ''~~storming~~'' and ''~~forming~~'' seem to rage in the team as they work through the "known knowns" and the organisation focusses on speed of delivery as the main driver for getting things done.		In this state the Tuckman's model of ''forming'' and ''storming'' seem to rage in the team as they work through the "known knowns" and the organisation focusses on speed of delivery as the main driver for getting things done.

	==Attentive State==		==Attentive State==

Mmusij: /* Reactionary State */

2018-12-05T05:24:35Z

Reactionary State

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	When teams first start using agile for the first time it is not uncommon for them to be a little overwhelmed with learning new agile techniques, responding to customer feature requests and matching the organisation expectations with regards performance, especially if there is a belief that the teams will be higher performing now that they are using agile.		When teams first start using agile for the first time it is not uncommon for them to be a little overwhelmed with learning new agile techniques, responding to customer feature requests and matching the organisation expectations with regards performance, especially if there is a belief that the teams will be higher performing now that they are using agile.

	This initial state can induce sensory overload on teams who naturally fall into a reactionary mode of working as they jump from one issue to the next to meet the demands. This reactionary thinking may manifest as short term thinking of 1-2 ~~sprints~~ ahead at best, practices are quite mechanical as the muscle memory builds, and tension points are experienced when things are not quite right.		This initial state can induce sensory overload on teams who naturally fall into a reactionary mode of working as they jump from one issue to the next to meet the demands. This reactionary thinking may manifest as short term thinking of 1-2 [[Sprints]] ahead at best, practices are quite mechanical as the muscle memory builds, and tension points are experienced when things are not quite right.

	In this state the Tuckman's model of ''storming'' and ''forming'' seem to rage in the team as they work through the "known knowns" and the organisation focusses on speed of delivery as the main driver for getting things done.		In this state the Tuckman's model of ''storming'' and ''forming'' seem to rage in the team as they work through the "known knowns" and the organisation focusses on speed of delivery as the main driver for getting things done.

Mmusij: /* Attentive State */

2018-12-05T05:24:08Z

Attentive State

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	The wrinkle is that most if not all of the backlog items have pretty much being done by this stage and the team are beginning to touch on an unexplored category of known unknowns. To handle this the team may have to learn new skills that augment and complement their now efficient agile skills in order to understand more about their customers and these new feature requests.		The wrinkle is that most if not all of the backlog items have pretty much being done by this stage and the team are beginning to touch on an unexplored category of known unknowns. To handle this the team may have to learn new skills that augment and complement their now efficient agile skills in order to understand more about their customers and these new feature requests.

	New skills and techniques such as [[Story Mapping]], [[Empathy Mapping]], [[Impact Mapping]] may begin to be used as the team try to interact more with their customers first hand and learn more about their needs and what features will resonate with them.		New skills and techniques such as [[Story Mapping]], [[Empathy Mapping]] and [[Impact Mapping]] for example may begin to be used as the team try to interact more with their customers first hand and learn more about their needs and what features will resonate with them.

	There may also be a marked change in the motivations of the wider organisation where previously their "why" of agile was to deliver faster, however, in this transition state the organisation may well begin to think about "value to market" as a more appropriate driver for agile.		There may also be a marked change in the motivations of the wider organisation where previously their "why" of agile was to deliver faster, however, in this transition state the organisation may well begin to think about "value to market" as a more appropriate driver for agile.

Mmusij: /* Attentive State */

2018-12-05T05:23:41Z

Attentive State

← Older revision		Revision as of 05:23, 5 December 2018
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	The wrinkle is that most if not all of the backlog items have pretty much being done by this stage and the team are beginning to touch on an unexplored category of known unknowns. To handle this the team may have to learn new skills that augment and complement their now efficient agile skills in order to understand more about their customers and these new feature requests.		The wrinkle is that most if not all of the backlog items have pretty much being done by this stage and the team are beginning to touch on an unexplored category of known unknowns. To handle this the team may have to learn new skills that augment and complement their now efficient agile skills in order to understand more about their customers and these new feature requests.

	New skills and techniques such as [[Story Mapping]], [[Empathy ~~Map~~]], [[Impact Mapping]] may begin to be used as the team try to interact more with their customers first hand and learn more about their needs and what features will resonate with them.		New skills and techniques such as [[Story Mapping]], [[Empathy Mapping]], [[Impact Mapping]] may begin to be used as the team try to interact more with their customers first hand and learn more about their needs and what features will resonate with them.

	There may also be a marked change in the motivations of the wider organisation where previously their "why" of agile was to deliver faster, however, in this transition state the organisation may well begin to think about "value to market" as a more appropriate driver for agile.		There may also be a marked change in the motivations of the wider organisation where previously their "why" of agile was to deliver faster, however, in this transition state the organisation may well begin to think about "value to market" as a more appropriate driver for agile.

Mmusij: /* Attentive State */

2018-12-05T05:23:28Z

Attentive State

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	The wrinkle is that most if not all of the backlog items have pretty much being done by this stage and the team are beginning to touch on an unexplored category of known unknowns. To handle this the team may have to learn new skills that augment and complement their now efficient agile skills in order to understand more about their customers and these new feature requests.		The wrinkle is that most if not all of the backlog items have pretty much being done by this stage and the team are beginning to touch on an unexplored category of known unknowns. To handle this the team may have to learn new skills that augment and complement their now efficient agile skills in order to understand more about their customers and these new feature requests.

	New skills and techniques such as [[Story Mapping]], [[Empathy ~~Maps~~]], [[Impact Mapping]] may begin to be used as the team try to interact more with their customers first hand and learn more about their needs and what features will resonate with them.		New skills and techniques such as [[Story Mapping]], [[Empathy Map]], [[Impact Mapping]] may begin to be used as the team try to interact more with their customers first hand and learn more about their needs and what features will resonate with them.

	There may also be a marked change in the motivations of the wider organisation where previously their "why" of agile was to deliver faster, however, in this transition state the organisation may well begin to think about "value to market" as a more appropriate driver for agile.		There may also be a marked change in the motivations of the wider organisation where previously their "why" of agile was to deliver faster, however, in this transition state the organisation may well begin to think about "value to market" as a more appropriate driver for agile.

Mmusij: /* Attentive State */

2018-12-05T05:23:13Z

Attentive State

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	==Attentive State==		==Attentive State==
	In this state the reactionary storm has passed and teams now begin to		In this state the reactionary storm has passed and teams now begin to enter a period of calm and ''norming'' in the team with a consistency to their agile rhythms and their work. The backlog feels like it is under control and the known knowns have been largely delivered.
	~~In this state, teams may have matured~~ and ~~proved themselves~~ with ~~some good~~ consistency ~~on how they do~~ their work. The backlog is under control and ~~may well beginning to diminish into a state where~~ the ~~team are beginning to wonder about downsizing~~.

	~~In this state there is usually a calmness about how~~ the team ~~handle~~ work ~~and issues as they begin to build up their strategies~~ to ~~handle most eventualities~~.		Issues are dealt with objectively and efficiently and the team work cohesively together to get things done.

	The ~~Tuckman's model~~ of ~~norming begins~~ to ~~be experienced as teams begin~~ to ~~reach a consistent flow state~~ and ~~the turbulence previously experienced begins~~ to ~~subside~~.		The wrinkle is that most if not all of the backlog items have pretty much being done by this stage and the team are beginning to touch on an unexplored category of known unknowns. To handle this the team may have to learn new skills that augment and complement their now efficient agile skills in order to understand more about their customers and these new feature requests.

	~~Interactions with the customer tend to be focussed on known unknowns where there is an awareness of what is needed~~ and ~~why, however the teams will look to learn new~~ techniques such as ~~solution definition techniques~~ to ~~uncover if they have~~ the ~~right solution~~		New skills and techniques such as [[Story Mapping]], [[Empathy Maps]], [[Impact Mapping]] may begin to be used as the team try to interact more with their customers first hand and learn more about their needs and what features will resonate with them.

	~~The~~ organisation may well ~~start~~ to ~~consider~~ value to market ~~over delivering fast realising that positive customer impact is~~ more ~~valuable than getting rubbish to market faster~~.		There may also be a marked change in the motivations of the wider organisation where previously their "why" of agile was to deliver faster, however, in this transition state the organisation may well begin to think about "value to market" as a more appropriate driver for agile.

	~~New skills are learned such as inception workshops, user journey mapping, customer experience and user experience synch up~~

	~~cohesive~~

	==Proactive State==		==Proactive State==