More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n
I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n
More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n
I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n
The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n
More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n
I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Solution:<\/p>\n\n\n\n
For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n
The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n
More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n
I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n
Solution:<\/p>\n\n\n\n
For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n
The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n
More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n
I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n
The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n
Solution:<\/p>\n\n\n\n
For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n
The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n
More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n
I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
<\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n
Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n
The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n
Solution:<\/p>\n\n\n\n
For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n
The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n
More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n
I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n How Fractals Work - https:\/\/science.howstuffworks.com\/math-concepts\/fractals.htm<\/a><\/p>\n\n\n\n <\/p>\n","post_title":"Speed up software development with Swarming and Fractals","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"speed-up-software-development-with-swarming-and-fractals","to_ping":"","pinged":"","post_modified":"2024-11-12 14:39:07","post_modified_gmt":"2024-11-12 09:09:07","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14141","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":14172,"post_author":"34","post_date":"2020-04-20 16:12:59","post_date_gmt":"2020-04-20 10:42:59","post_content":"\n Deepa is a scrum master of a newly formed Scrum team consisting of 6 member development team supported by a full-time product owner, and a scrum master. The development team consists of a tech lead, three developers, one tester, and one DevOps skilled person. The team is co-located. The team is working on developing highly complex features in the internet security domain. The tech lead and a developer have extensive domain experience, but other members are new to this domain.<\/p>\n\n\n\n The team is working hard, but they have not been able to meet their sprint commitments in the last three sprints, and velocity is also showing a downtrend. It is already mid-way in the quarter, and it is evident that the team will not be able to meet the goals for the quarter. Deepa assesses that the team does not have the required domain knowledge, and that is impeding them in meeting their commitment. Deepa has also noticed that the team members are not taking the initiative to leverage the expertise available within the team. Deepa has brought up this issue with the team during the scrum events, but there is little change on the ground. The team has three more sprints to step up and deliver. Deepa is planning immediate interventions for the course correction and looking for ideas. Can you help Deepa with ideas?<\/p>\n\n\n\n Solution:<\/p>\n\n\n\n For solving\nany problem, it is important to understand the problem and the root causes. I\nwould start by asking a few questions. Does the team have a common\nunderstanding of the goals and objectives? Does the team follow a working\nagreement? Do they have adequate skills and knowledge to work on the\nstory? And most importantly, is the team\naware of the issues, and do they care to fix them?<\/p>\n\n\n\n The success of any improvement initiative is much higher if the team could relate to the problem and own the actions to solve it. I would suggest that Deepa facilitate a problem-solving workshop consisting of a short retro to agree on the problem, the RCA, and a solutioning exercise.<\/p>\n\n\n\n More often\nthan not, the domain knowledge or skill related gaps don\u2019t get bridged because\nthe team does not work as a team. The retro should highlight any mindset\nrelated issues causing this. If not, then Deepa should bring it up during the solutioning\nexercise. Either way, a discussion around one team-one goal, collaboration,\ntrust, and ownership would certainly help. The outcome of the discussion could\nbe a new working agreement for the team.<\/p>\n\n\n\n I would suggest that the team experiment with swarming and fractal. The team may consider forming two fractals from the 6-member development team. Each fractal may then set up the daily cadence for swarming on the \u2018How\u2019 part of the respective stories that they would be working on. The fractals can also set up a cadence for common swarming sessions to discuss design and testing strategies and any other technical issue blocking the team.<\/p>\n","post_title":"CHOW # 188 - Addressing skill and knowledge gaps in Scrum teams","post_excerpt":"","post_status":"publish","comment_status":"open","ping_status":"open","post_password":"","post_name":"chow-188-addressing-skill-and-knowledge-gaps-in-scrum-teams","to_ping":"","pinged":"","post_modified":"2024-01-25 15:49:13","post_modified_gmt":"2024-01-25 15:49:13","post_content_filtered":"","post_parent":0,"guid":"http:\/\/pm-powerconsulting.com\/?p=14172","menu_order":0,"post_type":"post","post_mime_type":"","comment_count":"0","filter":"raw"}],"next":false,"prev":false,"total_page":1},"paged":1,"column_class":"jeg_col_3o3","class":"epic_block_11"};
The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n Swarming<\/em><\/strong> = Multiple keyboardists working concurrently on one (1) story\/task. i.e. multiple inputs and multiple outputs contributing to the same story. <\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n Mobbing<\/em><\/strong> = 1 keyboardist (Driver) and 1 Navigator,\nmultiple observers concurrently working on one (1) story\/task. i.e. Multiple\ninputs but a single output channel.<\/p>\n\n\n\n Swarming<\/em><\/strong> = Multiple keyboardists working concurrently on one (1) story\/task. i.e. multiple inputs and multiple outputs contributing to the same story. <\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n Pairing<\/em><\/strong> = 1 driver and 1 navigator working concurrently\non one (1) story\/task. Single input, single output.<\/p>\n\n\n\n Mobbing<\/em><\/strong> = 1 keyboardist (Driver) and 1 Navigator,\nmultiple observers concurrently working on one (1) story\/task. i.e. Multiple\ninputs but a single output channel.<\/p>\n\n\n\n Swarming<\/em><\/strong> = Multiple keyboardists working concurrently on one (1) story\/task. i.e. multiple inputs and multiple outputs contributing to the same story. <\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n There are some differences between pair\nprogramming, Mobbing and Swarming constructs which are summarized below.<\/p>\n\n\n\n Pairing<\/em><\/strong> = 1 driver and 1 navigator working concurrently\non one (1) story\/task. Single input, single output.<\/p>\n\n\n\n Mobbing<\/em><\/strong> = 1 keyboardist (Driver) and 1 Navigator,\nmultiple observers concurrently working on one (1) story\/task. i.e. Multiple\ninputs but a single output channel.<\/p>\n\n\n\n Swarming<\/em><\/strong> = Multiple keyboardists working concurrently on one (1) story\/task. i.e. multiple inputs and multiple outputs contributing to the same story. <\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n Just like\nmobbing, in the Swarming approach, the whole team works on the same story or\ntask at the same time. However,\nthere is no restriction on working on one computer. <\/p>\n\n\n\n There are some differences between pair\nprogramming, Mobbing and Swarming constructs which are summarized below.<\/p>\n\n\n\n Pairing<\/em><\/strong> = 1 driver and 1 navigator working concurrently\non one (1) story\/task. Single input, single output.<\/p>\n\n\n\n Mobbing<\/em><\/strong> = 1 keyboardist (Driver) and 1 Navigator,\nmultiple observers concurrently working on one (1) story\/task. i.e. Multiple\ninputs but a single output channel.<\/p>\n\n\n\n Swarming<\/em><\/strong> = Multiple keyboardists working concurrently on one (1) story\/task. i.e. multiple inputs and multiple outputs contributing to the same story. <\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n Mobbing\ninvolves two key roles, the driver and the navigator. The navigator gives\ninstructions, while the driver only focuses on carrying-out the instructions\ngiven by the navigator. When the navigator runs out of ideas, he or she seeks\ninputs from the mob. The team (mob) is constantly engaged in the exercise through\nverbal inputs from the navigator and visual inputs from the projector screen. At\na fixed interval (typically 5-15 minutes), the roles change, and the team rotates\nclockwise.<\/p>\n\n\n\n Just like\nmobbing, in the Swarming approach, the whole team works on the same story or\ntask at the same time. However,\nthere is no restriction on working on one computer. <\/p>\n\n\n\n There are some differences between pair\nprogramming, Mobbing and Swarming constructs which are summarized below.<\/p>\n\n\n\n Pairing<\/em><\/strong> = 1 driver and 1 navigator working concurrently\non one (1) story\/task. Single input, single output.<\/p>\n\n\n\n Mobbing<\/em><\/strong> = 1 keyboardist (Driver) and 1 Navigator,\nmultiple observers concurrently working on one (1) story\/task. i.e. Multiple\ninputs but a single output channel.<\/p>\n\n\n\n Swarming<\/em><\/strong> = Multiple keyboardists working concurrently on one (1) story\/task. i.e. multiple inputs and multiple outputs contributing to the same story. <\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n Mobbing or Mob Programming extends the concept of\npair programming from two people working together to the entire team\ncontinuously collaborating at a single computer to deliver a single work item\nat a time. Teams practicing Mobbing work together on almost all the tasks of a\ntypical software development cycle including working with customers, defining\nrequirements, designing, testing, and deploying software.<\/p>\n\n\n\n Mobbing\ninvolves two key roles, the driver and the navigator. The navigator gives\ninstructions, while the driver only focuses on carrying-out the instructions\ngiven by the navigator. When the navigator runs out of ideas, he or she seeks\ninputs from the mob. The team (mob) is constantly engaged in the exercise through\nverbal inputs from the navigator and visual inputs from the projector screen. At\na fixed interval (typically 5-15 minutes), the roles change, and the team rotates\nclockwise.<\/p>\n\n\n\n Just like\nmobbing, in the Swarming approach, the whole team works on the same story or\ntask at the same time. However,\nthere is no restriction on working on one computer. <\/p>\n\n\n\n There are some differences between pair\nprogramming, Mobbing and Swarming constructs which are summarized below.<\/p>\n\n\n\n Pairing<\/em><\/strong> = 1 driver and 1 navigator working concurrently\non one (1) story\/task. Single input, single output.<\/p>\n\n\n\n Mobbing<\/em><\/strong> = 1 keyboardist (Driver) and 1 Navigator,\nmultiple observers concurrently working on one (1) story\/task. i.e. Multiple\ninputs but a single output channel.<\/p>\n\n\n\n Swarming<\/em><\/strong> = Multiple keyboardists working concurrently on one (1) story\/task. i.e. multiple inputs and multiple outputs contributing to the same story. <\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n Swarming\/Mobbing could be either done for all the tasks or could be practiced more selectively for specific tasks. Besides, a team could decide on the time they would like to spend on swarming or mobbing, the whole day every day, or one day a week, or only for a few hours in a day. <\/p>\n\n\n\n Mobbing or Mob Programming extends the concept of\npair programming from two people working together to the entire team\ncontinuously collaborating at a single computer to deliver a single work item\nat a time. Teams practicing Mobbing work together on almost all the tasks of a\ntypical software development cycle including working with customers, defining\nrequirements, designing, testing, and deploying software.<\/p>\n\n\n\n Mobbing\ninvolves two key roles, the driver and the navigator. The navigator gives\ninstructions, while the driver only focuses on carrying-out the instructions\ngiven by the navigator. When the navigator runs out of ideas, he or she seeks\ninputs from the mob. The team (mob) is constantly engaged in the exercise through\nverbal inputs from the navigator and visual inputs from the projector screen. At\na fixed interval (typically 5-15 minutes), the roles change, and the team rotates\nclockwise.<\/p>\n\n\n\n Just like\nmobbing, in the Swarming approach, the whole team works on the same story or\ntask at the same time. However,\nthere is no restriction on working on one computer. <\/p>\n\n\n\n There are some differences between pair\nprogramming, Mobbing and Swarming constructs which are summarized below.<\/p>\n\n\n\n Pairing<\/em><\/strong> = 1 driver and 1 navigator working concurrently\non one (1) story\/task. Single input, single output.<\/p>\n\n\n\n Mobbing<\/em><\/strong> = 1 keyboardist (Driver) and 1 Navigator,\nmultiple observers concurrently working on one (1) story\/task. i.e. Multiple\ninputs but a single output channel.<\/p>\n\n\n\n Swarming<\/em><\/strong> = Multiple keyboardists working concurrently on one (1) story\/task. i.e. multiple inputs and multiple outputs contributing to the same story. <\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n Swarming\/Mobbing<\/strong> is a software development\napproach wherein the whole teams work on the same story or task at the same\ntime. Swarming\/Mobbing strongly advocates to adhere to a WIP (Work-in-progress)\nlimit of one per team to bring in increased focus and reducing productivity\nloss due to context switching.<\/p>\n\n\n\n Swarming\/Mobbing could be either done for all the tasks or could be practiced more selectively for specific tasks. Besides, a team could decide on the time they would like to spend on swarming or mobbing, the whole day every day, or one day a week, or only for a few hours in a day. <\/p>\n\n\n\n Mobbing or Mob Programming extends the concept of\npair programming from two people working together to the entire team\ncontinuously collaborating at a single computer to deliver a single work item\nat a time. Teams practicing Mobbing work together on almost all the tasks of a\ntypical software development cycle including working with customers, defining\nrequirements, designing, testing, and deploying software.<\/p>\n\n\n\n Mobbing\ninvolves two key roles, the driver and the navigator. The navigator gives\ninstructions, while the driver only focuses on carrying-out the instructions\ngiven by the navigator. When the navigator runs out of ideas, he or she seeks\ninputs from the mob. The team (mob) is constantly engaged in the exercise through\nverbal inputs from the navigator and visual inputs from the projector screen. At\na fixed interval (typically 5-15 minutes), the roles change, and the team rotates\nclockwise.<\/p>\n\n\n\n Just like\nmobbing, in the Swarming approach, the whole team works on the same story or\ntask at the same time. However,\nthere is no restriction on working on one computer. <\/p>\n\n\n\n There are some differences between pair\nprogramming, Mobbing and Swarming constructs which are summarized below.<\/p>\n\n\n\n Pairing<\/em><\/strong> = 1 driver and 1 navigator working concurrently\non one (1) story\/task. Single input, single output.<\/p>\n\n\n\n Mobbing<\/em><\/strong> = 1 keyboardist (Driver) and 1 Navigator,\nmultiple observers concurrently working on one (1) story\/task. i.e. Multiple\ninputs but a single output channel.<\/p>\n\n\n\n Swarming<\/em><\/strong> = Multiple keyboardists working concurrently on one (1) story\/task. i.e. multiple inputs and multiple outputs contributing to the same story. <\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n Pairing or Pair programming <\/strong>has been used\nfor several years as key Extreme programming (XP) practice with good effect. In\nthis construct, two developers work together on coding and testing using one\nsingle computer. The developer at the keyboard is usually called the \u201cdriver\u201d, and the other developer also actively\ninvolved in the task, but focusing more on the overall direction is the\n\u201cnavigator\u201d. The two developers switch\nroles frequently (in 15-30 minutes).<\/p>\n\n\n\n Swarming\/Mobbing<\/strong> is a software development\napproach wherein the whole teams work on the same story or task at the same\ntime. Swarming\/Mobbing strongly advocates to adhere to a WIP (Work-in-progress)\nlimit of one per team to bring in increased focus and reducing productivity\nloss due to context switching.<\/p>\n\n\n\n Swarming\/Mobbing could be either done for all the tasks or could be practiced more selectively for specific tasks. Besides, a team could decide on the time they would like to spend on swarming or mobbing, the whole day every day, or one day a week, or only for a few hours in a day. <\/p>\n\n\n\n Mobbing or Mob Programming extends the concept of\npair programming from two people working together to the entire team\ncontinuously collaborating at a single computer to deliver a single work item\nat a time. Teams practicing Mobbing work together on almost all the tasks of a\ntypical software development cycle including working with customers, defining\nrequirements, designing, testing, and deploying software.<\/p>\n\n\n\n Mobbing\ninvolves two key roles, the driver and the navigator. The navigator gives\ninstructions, while the driver only focuses on carrying-out the instructions\ngiven by the navigator. When the navigator runs out of ideas, he or she seeks\ninputs from the mob. The team (mob) is constantly engaged in the exercise through\nverbal inputs from the navigator and visual inputs from the projector screen. At\na fixed interval (typically 5-15 minutes), the roles change, and the team rotates\nclockwise.<\/p>\n\n\n\n Just like\nmobbing, in the Swarming approach, the whole team works on the same story or\ntask at the same time. However,\nthere is no restriction on working on one computer. <\/p>\n\n\n\n There are some differences between pair\nprogramming, Mobbing and Swarming constructs which are summarized below.<\/p>\n\n\n\n Pairing<\/em><\/strong> = 1 driver and 1 navigator working concurrently\non one (1) story\/task. Single input, single output.<\/p>\n\n\n\n Mobbing<\/em><\/strong> = 1 keyboardist (Driver) and 1 Navigator,\nmultiple observers concurrently working on one (1) story\/task. i.e. Multiple\ninputs but a single output channel.<\/p>\n\n\n\n Swarming<\/em><\/strong> = Multiple keyboardists working concurrently on one (1) story\/task. i.e. multiple inputs and multiple outputs contributing to the same story. <\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n Swarming\/Mobbing reduces the wastes in the software development cycle by creating a collaborative, real-time validating environment that tackles issues related to the understanding of requirements and design, hand-offs, delays, task switching, defects, and relearning. <\/p>\n\n\n\n Pairing or Pair programming <\/strong>has been used\nfor several years as key Extreme programming (XP) practice with good effect. In\nthis construct, two developers work together on coding and testing using one\nsingle computer. The developer at the keyboard is usually called the \u201cdriver\u201d, and the other developer also actively\ninvolved in the task, but focusing more on the overall direction is the\n\u201cnavigator\u201d. The two developers switch\nroles frequently (in 15-30 minutes).<\/p>\n\n\n\n Swarming\/Mobbing<\/strong> is a software development\napproach wherein the whole teams work on the same story or task at the same\ntime. Swarming\/Mobbing strongly advocates to adhere to a WIP (Work-in-progress)\nlimit of one per team to bring in increased focus and reducing productivity\nloss due to context switching.<\/p>\n\n\n\n Swarming\/Mobbing could be either done for all the tasks or could be practiced more selectively for specific tasks. Besides, a team could decide on the time they would like to spend on swarming or mobbing, the whole day every day, or one day a week, or only for a few hours in a day. <\/p>\n\n\n\n Mobbing or Mob Programming extends the concept of\npair programming from two people working together to the entire team\ncontinuously collaborating at a single computer to deliver a single work item\nat a time. Teams practicing Mobbing work together on almost all the tasks of a\ntypical software development cycle including working with customers, defining\nrequirements, designing, testing, and deploying software.<\/p>\n\n\n\n Mobbing\ninvolves two key roles, the driver and the navigator. The navigator gives\ninstructions, while the driver only focuses on carrying-out the instructions\ngiven by the navigator. When the navigator runs out of ideas, he or she seeks\ninputs from the mob. The team (mob) is constantly engaged in the exercise through\nverbal inputs from the navigator and visual inputs from the projector screen. At\na fixed interval (typically 5-15 minutes), the roles change, and the team rotates\nclockwise.<\/p>\n\n\n\n Just like\nmobbing, in the Swarming approach, the whole team works on the same story or\ntask at the same time. However,\nthere is no restriction on working on one computer. <\/p>\n\n\n\n There are some differences between pair\nprogramming, Mobbing and Swarming constructs which are summarized below.<\/p>\n\n\n\n Pairing<\/em><\/strong> = 1 driver and 1 navigator working concurrently\non one (1) story\/task. Single input, single output.<\/p>\n\n\n\n Mobbing<\/em><\/strong> = 1 keyboardist (Driver) and 1 Navigator,\nmultiple observers concurrently working on one (1) story\/task. i.e. Multiple\ninputs but a single output channel.<\/p>\n\n\n\n Swarming<\/em><\/strong> = Multiple keyboardists working concurrently on one (1) story\/task. i.e. multiple inputs and multiple outputs contributing to the same story. <\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n Pairing, Swarming, Mobbing, and Fractals are a few techniques that have been practiced to reduce the wastes in software development. <\/p>\n\n\n\n Swarming\/Mobbing reduces the wastes in the software development cycle by creating a collaborative, real-time validating environment that tackles issues related to the understanding of requirements and design, hand-offs, delays, task switching, defects, and relearning. <\/p>\n\n\n\n Pairing or Pair programming <\/strong>has been used\nfor several years as key Extreme programming (XP) practice with good effect. In\nthis construct, two developers work together on coding and testing using one\nsingle computer. The developer at the keyboard is usually called the \u201cdriver\u201d, and the other developer also actively\ninvolved in the task, but focusing more on the overall direction is the\n\u201cnavigator\u201d. The two developers switch\nroles frequently (in 15-30 minutes).<\/p>\n\n\n\n Swarming\/Mobbing<\/strong> is a software development\napproach wherein the whole teams work on the same story or task at the same\ntime. Swarming\/Mobbing strongly advocates to adhere to a WIP (Work-in-progress)\nlimit of one per team to bring in increased focus and reducing productivity\nloss due to context switching.<\/p>\n\n\n\n Swarming\/Mobbing could be either done for all the tasks or could be practiced more selectively for specific tasks. Besides, a team could decide on the time they would like to spend on swarming or mobbing, the whole day every day, or one day a week, or only for a few hours in a day. <\/p>\n\n\n\n Mobbing or Mob Programming extends the concept of\npair programming from two people working together to the entire team\ncontinuously collaborating at a single computer to deliver a single work item\nat a time. Teams practicing Mobbing work together on almost all the tasks of a\ntypical software development cycle including working with customers, defining\nrequirements, designing, testing, and deploying software.<\/p>\n\n\n\n Mobbing\ninvolves two key roles, the driver and the navigator. The navigator gives\ninstructions, while the driver only focuses on carrying-out the instructions\ngiven by the navigator. When the navigator runs out of ideas, he or she seeks\ninputs from the mob. The team (mob) is constantly engaged in the exercise through\nverbal inputs from the navigator and visual inputs from the projector screen. At\na fixed interval (typically 5-15 minutes), the roles change, and the team rotates\nclockwise.<\/p>\n\n\n\n Just like\nmobbing, in the Swarming approach, the whole team works on the same story or\ntask at the same time. However,\nthere is no restriction on working on one computer. <\/p>\n\n\n\n There are some differences between pair\nprogramming, Mobbing and Swarming constructs which are summarized below.<\/p>\n\n\n\n Pairing<\/em><\/strong> = 1 driver and 1 navigator working concurrently\non one (1) story\/task. Single input, single output.<\/p>\n\n\n\n Mobbing<\/em><\/strong> = 1 keyboardist (Driver) and 1 Navigator,\nmultiple observers concurrently working on one (1) story\/task. i.e. Multiple\ninputs but a single output channel.<\/p>\n\n\n\n Swarming<\/em><\/strong> = Multiple keyboardists working concurrently on one (1) story\/task. i.e. multiple inputs and multiple outputs contributing to the same story. <\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n Pairing, Swarming, Mobbing, and Fractals are a few techniques that have been practiced to reduce the wastes in software development. <\/p>\n\n\n\n Swarming\/Mobbing reduces the wastes in the software development cycle by creating a collaborative, real-time validating environment that tackles issues related to the understanding of requirements and design, hand-offs, delays, task switching, defects, and relearning. <\/p>\n\n\n\n Pairing or Pair programming <\/strong>has been used\nfor several years as key Extreme programming (XP) practice with good effect. In\nthis construct, two developers work together on coding and testing using one\nsingle computer. The developer at the keyboard is usually called the \u201cdriver\u201d, and the other developer also actively\ninvolved in the task, but focusing more on the overall direction is the\n\u201cnavigator\u201d. The two developers switch\nroles frequently (in 15-30 minutes).<\/p>\n\n\n\n Swarming\/Mobbing<\/strong> is a software development\napproach wherein the whole teams work on the same story or task at the same\ntime. Swarming\/Mobbing strongly advocates to adhere to a WIP (Work-in-progress)\nlimit of one per team to bring in increased focus and reducing productivity\nloss due to context switching.<\/p>\n\n\n\n Swarming\/Mobbing could be either done for all the tasks or could be practiced more selectively for specific tasks. Besides, a team could decide on the time they would like to spend on swarming or mobbing, the whole day every day, or one day a week, or only for a few hours in a day. <\/p>\n\n\n\n Mobbing or Mob Programming extends the concept of\npair programming from two people working together to the entire team\ncontinuously collaborating at a single computer to deliver a single work item\nat a time. Teams practicing Mobbing work together on almost all the tasks of a\ntypical software development cycle including working with customers, defining\nrequirements, designing, testing, and deploying software.<\/p>\n\n\n\n Mobbing\ninvolves two key roles, the driver and the navigator. The navigator gives\ninstructions, while the driver only focuses on carrying-out the instructions\ngiven by the navigator. When the navigator runs out of ideas, he or she seeks\ninputs from the mob. The team (mob) is constantly engaged in the exercise through\nverbal inputs from the navigator and visual inputs from the projector screen. At\na fixed interval (typically 5-15 minutes), the roles change, and the team rotates\nclockwise.<\/p>\n\n\n\n Just like\nmobbing, in the Swarming approach, the whole team works on the same story or\ntask at the same time. However,\nthere is no restriction on working on one computer. <\/p>\n\n\n\n There are some differences between pair\nprogramming, Mobbing and Swarming constructs which are summarized below.<\/p>\n\n\n\n Pairing<\/em><\/strong> = 1 driver and 1 navigator working concurrently\non one (1) story\/task. Single input, single output.<\/p>\n\n\n\n Mobbing<\/em><\/strong> = 1 keyboardist (Driver) and 1 Navigator,\nmultiple observers concurrently working on one (1) story\/task. i.e. Multiple\ninputs but a single output channel.<\/p>\n\n\n\n Swarming<\/em><\/strong> = Multiple keyboardists working concurrently on one (1) story\/task. i.e. multiple inputs and multiple outputs contributing to the same story. <\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n For further reading on the 7 wastes of software development, please visit <\/strong>https:\/\/codepunk.io\/the-seven-wastes-of-software-development\/<\/a>.<\/p>\n\n\n\n Pairing, Swarming, Mobbing, and Fractals are a few techniques that have been practiced to reduce the wastes in software development. <\/p>\n\n\n\n Swarming\/Mobbing reduces the wastes in the software development cycle by creating a collaborative, real-time validating environment that tackles issues related to the understanding of requirements and design, hand-offs, delays, task switching, defects, and relearning. <\/p>\n\n\n\n Pairing or Pair programming <\/strong>has been used\nfor several years as key Extreme programming (XP) practice with good effect. In\nthis construct, two developers work together on coding and testing using one\nsingle computer. The developer at the keyboard is usually called the \u201cdriver\u201d, and the other developer also actively\ninvolved in the task, but focusing more on the overall direction is the\n\u201cnavigator\u201d. The two developers switch\nroles frequently (in 15-30 minutes).<\/p>\n\n\n\n Swarming\/Mobbing<\/strong> is a software development\napproach wherein the whole teams work on the same story or task at the same\ntime. Swarming\/Mobbing strongly advocates to adhere to a WIP (Work-in-progress)\nlimit of one per team to bring in increased focus and reducing productivity\nloss due to context switching.<\/p>\n\n\n\n Swarming\/Mobbing could be either done for all the tasks or could be practiced more selectively for specific tasks. Besides, a team could decide on the time they would like to spend on swarming or mobbing, the whole day every day, or one day a week, or only for a few hours in a day. <\/p>\n\n\n\n Mobbing or Mob Programming extends the concept of\npair programming from two people working together to the entire team\ncontinuously collaborating at a single computer to deliver a single work item\nat a time. Teams practicing Mobbing work together on almost all the tasks of a\ntypical software development cycle including working with customers, defining\nrequirements, designing, testing, and deploying software.<\/p>\n\n\n\n Mobbing\ninvolves two key roles, the driver and the navigator. The navigator gives\ninstructions, while the driver only focuses on carrying-out the instructions\ngiven by the navigator. When the navigator runs out of ideas, he or she seeks\ninputs from the mob. The team (mob) is constantly engaged in the exercise through\nverbal inputs from the navigator and visual inputs from the projector screen. At\na fixed interval (typically 5-15 minutes), the roles change, and the team rotates\nclockwise.<\/p>\n\n\n\n Just like\nmobbing, in the Swarming approach, the whole team works on the same story or\ntask at the same time. However,\nthere is no restriction on working on one computer. <\/p>\n\n\n\n There are some differences between pair\nprogramming, Mobbing and Swarming constructs which are summarized below.<\/p>\n\n\n\n Pairing<\/em><\/strong> = 1 driver and 1 navigator working concurrently\non one (1) story\/task. Single input, single output.<\/p>\n\n\n\n Mobbing<\/em><\/strong> = 1 keyboardist (Driver) and 1 Navigator,\nmultiple observers concurrently working on one (1) story\/task. i.e. Multiple\ninputs but a single output channel.<\/p>\n\n\n\n Swarming<\/em><\/strong> = Multiple keyboardists working concurrently on one (1) story\/task. i.e. multiple inputs and multiple outputs contributing to the same story. <\/p>\n\n\n\n The term fractal\ncomes from Geometry. When a geometric\nshape is split into parts, each of which is a reduced-size copy of the whole,\nthen the parts are called Fractals. Each fractal thus inherits the\ncharacteristics of the object that it was created from. For example, in the\ncontext of the Scrum teams, the fractals can be \nT-shaped sub-teams of 3-4 members within a T-shaped self-organized Scrum\nteam, inheriting all the characteristics of the Scrum team. <\/p>\n\n\n\n When a team is\nlarger than the 5-9 members team, there could be some challenges in practicing\nSwarming or Mobbing. The challenges could be the lack of engagement of all the\nmembers during swarming or issues related to social loafing. The fractal\nconstruct addresses these issues.<\/p>\n\n\n\n The fractal construct is illustrated in Figure-2 below.<\/p>\n\n\n\n The Fractal constructs offer several\nadvantages including:<\/p>\n\n\n\n Swarming technique works\nvery well for the tasks requiring collective knowledge. Furthermore, Swarming\nis effective where a reduction in cycle time is a priority. Swarming has been\npracticed for several years in different ways. There are no set guidelines or\npatterns for team size, team forms, duration (full or part-time). However, larger teams have experienced a lack\nof engagement and social loafing during swarming. For these reasons, the\nconstruct of smaller teams (3-4 people) or fractal is recommended. I would advocate using\nswarming for planning, requirement detailing, design, troubleshooting, solving\nproduction issues, working on spikes, test case preparation. In addition to\ntasks for swarming, the team can also decide on the duration of the swarming.\nFor certain tasks, the team can decide to swarm for the entire day. In other\ncases, the team may find a two-hour swarming session per day adequate to get\nthe job done.<\/p>\n\n\n\n This is a valid question and very pertinent in today's scenario where teams have got dispersed due to world-wide locked down. <\/p>\n\n\n\n The answer is yes if the team is equipped with proper communication and teaming tools such as Microsoft team or Zoom, which supports video communication, screen sharing, whiteboarding, chat, and break-out rooms. <\/p>\n\n\n\n Currently, I am coaching a few offshore teams who are practicing remote swarming for Backlog refinement and Technical design effectively. The team has set 2 hours a day cadence for swarming. These teams work in the same time zone, so the challenge of overlap hours does not exist. Additionally, the offshore teams regularly swarm with US-based SMEs during the overlap hours. <\/p>\n\n\n\n Swarming enables knowledge sharing and real-time collaboration. Due to this, swarming has proven to be an excellent teaming technique for resolving complex issues in fast-paced organizations where results have to be demonstrated almost immediately. Swarming helps in removing bottlenecks arising out of gaps in the technical understanding (Skill, domain knowledge) and leads to a highly amplified learning environment. It reduces queues, the wait time, and handoffs. Swarming raises the process efficiency due to WIP Limit, which leads to increased velocity. Fractals reduce the communication complexities in the larger teams, decrease the tendency of social loafing, and bring in increased focus and commitment. <\/p>\n\n\n\n However, the fractal construct and practicing swarming technique require a change in the work style for everyone involved. And change doesn't come easy and quickly. Teams must be coached on these constructs and practices to secure their buy-in. The change will be effective when the team feels that the change is not forced upon them.<\/p>\n\n\n\n Zuill,\nWoody, Mob\nProgramming \u2013 A Whole Team Approach<\/a><\/p>\n\n\n\n Figure 1: 7 wastes of software development<\/p>\n\n\n\nReferences<\/h2>\n\n\n\n
References<\/h2>\n\n\n\n
References<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
![\"\"](\"https:\/\/pm-powerconsulting.com\/wp-content\/uploads\/2020\/04\/fractal-2-300x284.png\")
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Fractals<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Fractals<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Fractals<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Fractals<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Fractals<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Fractals<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Fractals<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Fractals<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Fractals<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Fractals<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Fractals<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Fractals<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Fractals<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Pairing, Swarming, Mobbing and\nFractals<\/h2>\n\n\n\n
Fractals<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
Pairing, Swarming, Mobbing and\nFractals<\/h2>\n\n\n\n
Fractals<\/h2>\n\n\n\n
When and how to use Swarming<\/h1>\n\n\n\n
Can swarming work for disperse teams? <\/h2>\n\n\n\n
Using fractals for effective\nswarming in Scrum<\/h2>\n\n\n\n
Summary <\/h1>\n\n\n\n
References<\/h2>\n\n\n\n
