Change. Chapter 7. Defining the scope for change: Building Real Teams

What not to do

Start with the leadership team

Including others

Target size for the real team

The process of descaling

The REAL team

  • Teams should not be larger than 150 and preferably a maximum of 80.
  • The team has a common purpose and business outcome.
  • A team has one and only one Product Backlog and one Entrepreneurial Product Owner.
  • A team always speaks directly to the stakeholders/customers.
  • They rely on each other to succeed.
  • They work on items together, rather than each person having an item each.
  • They are able to collaborate, sense, sense-make, and innovate together.
  • They iteratively deliver value to, and receive feedback from customers, so that they are able to take feedback into consideration when prioritising the next iteration’s work.
  • They have the necessary skills and tools mastery to do their job.
  • They have little or no dependency on other teams. Teams should contain everyone that is required to deliver the product or service. This includes marketing, sales, legal, compliance, and finance.
  • The whole team meets together at least once a month for a retrospective.
An agile REAL Team
An idealised model of a Real Team

Benefits of the Real Team

  • it eliminates handoff delay and removes queues,
  • everyone who is needed to provide the solution to stakeholders is right there,
  • everyone works on the highest priority items,
  • there is no need to wait for any external teams for dependent work. This team works with stakeholders directly as is able to make the decisions needed to change direction,
  • creates systemic optimisation for flow and ownership
  • raises the quality of the product
  • provides sustainable deliver

Considerations before you begin

Don’t shape the teams around the work

Teams should be long-lived but not forever

Volunteers create more ownership than those who are drafted

Steps to create Real Teams from silos

Make sure you try to follow the Playbook: Starting with the business problems and outcomes

The value stream experiment

Before the change
After the change
Steps to build cross-functional Real teams
Factors affecting team building

The systemic coaching experiment

An example of this approach from a real case study

Your organisation may be destined not to adapt! A hard reality to face.

True story — Lessons from when it goes wrong

  • Would the customers want it?
  • Was it even legal to move customer data from one place to another?
  • Could we physically get the data we needed through the various security systems and firewalls?

Summary of the chapter

Remove silo teams and replace with a REAL Team

--

--

--

CEO and Founder of the community of practice, training, and coaching company: Adventures with Agile.

Love podcasts or audiobooks? Learn on the go with our new app.

Recommended from Medium

The Reason To Start Focusing On Employee Happiness!

How cities are changing the narrative around government experimentation

Consider the Layers — Develop Innovation Capability Successfully

Jay Millen

SOAR Don’t SWOT

SWAT Team of four people with helicopter overhead

How can we face the challenges we cannot see?

Lessons Learned : Final Blog Post from the Creative Founder studio

Who moved my desk? Tips to help employees cope with workspace change

Get the Medium app

A button that says 'Download on the App Store', and if clicked it will lead you to the iOS App store
A button that says 'Get it on, Google Play', and if clicked it will lead you to the Google Play store
Simon Powers

Simon Powers

CEO and Founder of the community of practice, training, and coaching company: Adventures with Agile.

More from Medium

The Ingredients for building an Agile sports team.

The Agile Philosophy: Exploring What Matters

Peaks and valleys of a PDM: The Good, The Bad and The Ugly [week 1/04/02/22

Overview on User Stories