On Monday, October 25, 2004, at 10:36:11 PM, Ken Boucher wrote:
>> You may be using the phrase "two teams" differently from what I'd
>> understand from the words. In what sense are there teams, if people move
>> freely from "one" to the "other"?
> I see team as the unit of people who get together on a daily basis and have stand-up.
> I see no reason why a person has to keep going to the same stand-up day after day. I
> would expect that most people would consistantly go to the same stand-up but I
> wouldn't
> be surprised to see someone who goes to multiple stand-ups a day or someone who (with
> the understanding of everyone involved) moves from one stand-up to another. I could
> even see an organization where everyone chooses what stand-up they want to go to that
> day. I'm not sure exacly how that last one would work, but after reading about
> Semco*, I'm
> not going to rule out the possibility.
Do these teams have no other identity than getting together and going to
the same standup? Do they have a consistent "customer" or some consistent
"theme" to their stories? Do they have a name, or a project name, or some
kind of identity in the minds of people who might want to guide them or
know what they are doing? You must have ten or more teams in the room, at a
guess. If I have a story card in my hand, how do I know which of those
teams to give it to? If I want to shift resources or focus from one of the
company's goals to another, how do I do that, in terms of teams? If I want
to know when something I care about is going to be done, or what if any
obstacles are in the way, how do I know who to ask, or what thing on the
wall to look at?
I've read about Semco, and I believe he's telling the truth. I can see,
TAGD, how it might work. But I'd like to know a lot more than I currently
do to really understand how those ideas would work in an environment where,
outside your walls, there are people with expectations for what they'll get
in return for the money they're spending, and when they'll get it.
I certainly do believe that "the people" can figure that out better than
"the managers" could (if you had any managers (even you guys do have the
OOTCIO and I believe other similar floating entities)). But information
can't really flow freely in all 2^80 ways in the organization every day, it
seems to me. There really needs to be some de facto understandable, if
dynamic, structure for "the people" to work within, not pure random
connectivity, it seems to me.
What am I missing?
Ron Jeffries
www.XProgramming.com
The central "e" in "Jeffries" is silent ... and invisible.
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