gmane.comp.programming.scrum.general

Re: How to motivate team members Individually?

jsutherland — 2013-05-20T15:34:40

Try the Happiness Metric in your retrospective. There is a series of blog items on this at:
http://scrum.jeffsutherland.com/search?q=happiness

Jeff Sutherland

--- In scrumdevelopment< at >yahoogroups.com, "Vasanth" <vasanth< at >...> wrote:
 vels, P.O pushing more work, to many interruptions, interference of chicken, etc., (at the team level). Else if the problem is at the individual level, then use EI techniques to gain perspectives, and them try to help the individual(s). So, be empathetic, listen, and them suggest how you can help. Usually, this helps.



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Re: How to motivate team members Individually?

Michael James — 2013-05-20T14:48:54

Well, this hybrid approach is one way of doing things.  I'd personally rather work for a place that's invested in the Scrum definition "The team is utterly self managing" (Schwaber, 2004) in deeds as well as words.  

Some of the issues that provoke manager intervention could be addressed by allowing people to choose their teams, as described here:
http://scrumalliance.org/articles/514-how-to-form-teams-in-largescale-scrum-a-story-of-selfdesigning-teams

--mj
http://ScrumTrainingSeries.com


On May 17, 2013, at 3:29 PM, Mark< at >Graybill.com wrote:

Re: How to motivate team members Individually?

Nirmala Jegadheesan — 2013-05-18T04:05:01

Mark,
   Excellent reply which even though I had experienced, I can never put in proper words! To be remembered by every Lead in an Agile team. 
Many thanks,
Nirmala

________________________________
 From: "Mark< at >Graybill.com" <Mark< at >Graybill.com>
To: scrumdevelopment< at >yahoogroups.com 
Sent: Saturday, May 18, 2013 12:59 AM
Subject: Re: [scrumdevelopment] How to motivate team members Individually?

It isn't difficult.  There are a few fundamental practices I would recommend. First and foremost, there will be variation in performance among individuals. Effective performance management is still essential but doesn't have to be a big deal and how you do it makes a big difference in its effectiveness and whether it detracts.

Scrum addresses the project not the personnel side.  The manager's job should be to lead and to address the personnel side.  The most effective philosophy is at least a Theory Y and I recommend more toward a Theory Z.  Good leadership perspectives and practices serve well in this regard and is something that is not handled by Agile.

The manager/leader should establish rapport and trust with individual team members through regular one-on-one meetings.  This is more important than administrative duties. Individuals are motivated naturally when they are valued, when they know they matter, have opportunity to contribute and grow, and their concerns are heard. 

Individual performance management is still a necessity.

The manager should also establish a rapport with the team as a whole and to reward the team as a whole.  Individual performance matters are never discussed or punished or rewarded publicly - it is always in private with the individual.

You'll find with self-organizing teams that practice Scrum, when individuals are not pulling their weight and not asking for help will be noticed pretty quickly by the other team members.  You'll find such complaints surface during the one-on-ones. The manager can then address the complaints and if done properly can smooth out most issues without any action.  I always look at everything first as what "impedance mismatch" needs to be resolved - not who needs to be punished. Often misunderstandings, differences in approaches or communications, and variation in what people believe is expected of them are at the root of many issues. 

And if there is conflict, using simple conflict management and HPPP (Harvard Negotiation Project Principles) while maximizing one's own EI (emotional intelligence), a manager often finds mountains are really only ant hills.

I like to identify what each member of the team thinks is expected of them and what each thinks is "above and beyond".  I like to identify members who could benefit from personal growth and then making that happen.  This is the individual leadership I prefer.  The team leadership is much simpler and when the team sees good leadership efforts such as going to bat for the team, buffering the team culture from the external environment where needed, and removing obstacles, motivation gets socialized and will increase morale and thus individual motivation.

Scrum is not a license to throw away good practices just because they do not have a place in the Agile Manifesto.  Scrum is also not a silver bullet. 

on May 14, 2013, Adam Sroka <mailto:adam.sroka%40gmail.com> wrote:

Re: How to motivate team members Individually?

Vasanth — 2013-05-20T06:11:45


I liked the various discussions going around this topic. Let's look at the Agile principle "Build projects around motivated individuals and Trust them.......". The key here is TRUST. If the team is already self-organized, then there is TRUST. If not, you need to first make them self-organize (agile principle 11). I have not seen anyone mention about coaching/mentoring team members. Usually its not the entire teams that is not motivated, but just a select few individuals. Also, there could be several reasons for the lack of motivation. By talking to these individuals it is possible to find that out, and address it. See if it makes sense to discuss this in the next retrospective. Once the root cause is identified, then a good response can change things around. Look at things like stress leve
 ls, P.O pushing more work, to many interruptions, interference of chicken, etc., (at the team level). Else if the problem is at the individual level, then use EI techniques to gain perspectives, and them try to help the individual(s). So, be empathetic, listen, and them suggest how you can help. Usually, this helps.

--- In scrumdevelopment< at >yahoogroups.com, Mark< at >... wrote:




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Re: How to motivate team members Individually?

2013-05-17T19:29:04

It isn't difficult. There are a few fundamental practices I would recommend. First and foremost, there will be variation in performance among individuals. Effective performance management is still essential but doesn't have to be a big deal and how you do it makes a big difference in its effectiveness and whether it detracts.

Scrum addresses the project not the personnel side. The manager's job should be to lead and to address the personnel side. The most effective philosophy is at least a Theory Y and I recommend more toward a Theory Z. Good leadership perspectives and practices serve well in this regard and is something that is not handled by Agile.

The manager/leader should establish rapport and trust with individual team members through regular one-on-one meetings. This is more important than administrative duties. Individuals are motivated naturally when they are valued, when they know they matter, have opportunity to contribute and grow, and their concerns are heard.

Individual performance management is still a necessity.

The manager should also establish a rapport with the team as a whole and to reward the team as a whole. Individual performance matters are never discussed or punished or rewarded publicly - it is always in private with the individual.

You'll find with self-organizing teams that practice Scrum, when individuals are not pulling their weight and not asking for help will be noticed pretty quickly by the other team members. You'll find such complaints surface during the one-on-ones. The manager can then address the complaints and if done properly can smooth out most issues without any action. I always look at everything first as what "impedance mismatch" needs to be resolved - not who needs to be punished. Often misunderstandings, differences in approaches or communications, and variation in what people believe is expected of them are at the root of many issues.

And if there is conflict, using simple conflict management and HPPP (Harvard Negotiation Project Principles) while maximizing one's own EI (emotional intelligence), a manager often finds mountains are really only ant hills.

I like to identify what each member of the team thinks is expected of them and what each thinks is "above and beyond". I like to identify members who could benefit from personal growth and then making that happen. This is the individual leadership I prefer. The team leadership is much simpler and when the team sees good leadership efforts such as going to bat for the team, buffering the team culture from the external environment where needed, and removing obstacles, motivation gets socialized and will increase morale and thus individual motivation.

Scrum is not a license to throw away good practices just because they do not have a place in the Agile Manifesto. Scrum is also not a silver bullet.

on May 14, 2013, Adam Sroka <adam.sroka< at >gmail.com> wrote:

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Re: How to motivate team members Individually?

Adam Sroka — 2013-05-14T17:44:01

I think the principles behind the Agile Manifesto (
http://agilemanifesto.org/principles.html) make it pretty clear,
particularly this one: "Build projects around motivated individuals. Give
them the environment and support they need, and trust them to get the job
done." I think that the desire to track individual performance is a pretty
clear symptom of NOT trusting them to get the job done.

Also, "The best architectures, requirements, and designs emerge from
self-organizing teams." You aren't going to get a self-organizing team out
of a group of people who know they are being judged individually. They will
make decisions to optimize their individual performance rather than
optimizing the whole.



On Mon, May 13, 2013 at 9:02 PM, Ali H. Moghadam <ali.moghadam< at >gmail.com>wrote:

Re: How to motivate team members Individually?

Ali H. Moghadam — 2013-05-14T04:02:40

Hi Nirmala,
I think tracking individual performance is somehow against teamwork, as it will reinforce the old competitive culture, in which individuals have no reason to help each other to improve. Also, most of the performance measures are easy to cheat, and if you pay a knowledge worker based on some rigid metrics, the will find the shortest way to maximise that metric, which usually is not the real goal! For example, if you try to measure each persons contribution to the progress of the project by counting the number of stories she had done, then they will break the tasks into smaller ones. If you count story points, then their estimation will be affected. If you count the hours, the speed will be decreased. The only valid metric, is the working product, which leads to the business value. And it belongs to the whole team, not some shining heroes in the team.
Bests,
Alix


On May 9, 2013, at 4:34 PM, Nirmala Jegadheesan <jnirmala< at >yahoo.com> wrote:

Re: Require experienced Scrum Master

Ajay Rawat — 2013-05-14T12:30:48

Please no more mails through group id.
Mail me directly at rawat.as< at >gmail.com
Thanks,
Ajay Rawat.


On Tue, May 14, 2013 at 4:58 PM, Prashant Pund <pundprashant< at >gmail.com>wrote:

Re: Require experienced Scrum Master

Prashant Pund — 2013-05-14T11:28:41

Thanks Ajay.


On Tue, May 14, 2013 at 6:55 AM, Ajay Rawat <rawat.as< at >gmail.com> wrote:

Re: Require experienced Scrum Master

Alan Dayley — 2013-05-14T06:24:34

Please take this job opening discussion off the list. Thank you.

Alan

On Monday, May 13, 2013, Ajay Rawat wrote:

Re: Require experienced Scrum Master

Ajay Rawat — 2013-05-14T01:25:25

Prashant,
This is full time position and we have well experienced team practicing
Scrum now for more than 6 years.
Thanks,
Ajay Rawat.


On Mon, May 13, 2013 at 10:56 PM, Prashant Pund <pundprashant< at >gmail.com>wrote:

Re: How to motivate team members Individually?

Ali H. Moghadam — 2013-05-08T18:26:56

Hi Ensieh,

It is logically true that a manager should appreciate a brilliant team member. But the question is how can she find out which team member is better than the others? If the manager is going to evaluate each person separately, then she will kill the team morale. It will cause the team members to compete with each other, rather than cooperating. Yes, What I am saying means that most of the regular evaluation methods are bad (at least for teams).

This does not mean that everybody should be paid equally. The managers evaluate each person's abilities separately and regularly, and that would be the basis of hourly rates and salaries. But the product (and the project) belongs to the team. If the team has done a good job, then the team deserves an award. And the team is the only one who knows how to administrate this award.

Let the team to evaluate each team member. This will reinforce their team morale, and cooperation. Each team member should consider other team members as bosses! They should mind each other, and do their best to help other team members and to make them happy and satisfied.

You may find this article by Jurgen Appelo interesting and useful:
http://www.management30.com/workout/merit-money/
It is part of Jurgen's Management 3.0 idea; practices for agile leadership.
I suggest it to be used along side with the Kudo Box, another Management 3.0 practice:
http://www.management30.com/workout/kudo-box/

I hope these practices help you too, as much as they helped me!

- Alix

www.Alixocracy.com
blog.scrum.ir/about/Alix/

On May 6, 2013, at 2:50 PM, Ensieh Mohseni <en.mohseni< at >gmail.com> wrote:

Re: How to motivate team members Individually?

Nirmala Jegadheesan — 2013-05-09T12:04:35

Hi,
    Welcome to Agile :) Thats a very good question and if not thought well ahead might spoil the change totally. First the hand the the team should be committed and honest all the time. To do so its the Lead or the Manager (not necassarily the scrum master) should first evaluate the team members and get such a buy-in from them in the beginning. Only such members can really contribute to an Agile team as here there is nothing called and "Individual member" and hence for all the highs and lows the entire team would be pin pointed. Matured team members can automatically do that. But when watching closely the tasks which are individually assigned should be tracked. If you have a software for the same its easy to track the effort of individuals. And high performing individuals can be awarded separately as everybody in the "Agile team" would be convinced by those persons. As its more transparent now :)
Motivation is easily done by everyday, well organized, stand-up meetings.
Regards,
Nirmala
 
 

________________________________
 From: Ensieh Mohseni <en.mohseni< at >gmail.com>
To: "scrumdevelopment< at >yahoogroups.com" <scrumdevelopment< at >yahoogroups.com> 
Sent: Monday, May 6, 2013 3:50 PM
Subject: [scrumdevelopment] How to motivate team members Individually?
  
 
   
 
Dear Sir/Madam, 


We have just started applying Scrum in our firm (a Software developer firm). I was wondering how we should motivate team members in scrum, when we emphasize on team rather than individuals. What should the top managers do for motivating a team member who has a brilliant performance in the team, while the compensation and awards in Scrum seems to be applied to the whole team equally? 


Regards,

A problem with this group

Ali H. Moghadam — 2013-05-10T15:28:35

Hi dears,
This is a really useful group, as there are many experienced scrum coaches among members. But this long approval process is really bad. I would like my posts to be published at least a few hours after I write them, not a week later! This long approval times, breaks the continuty of the discussions, as I am not aware of the other answers to a specific post, until you approve them all together. 

What is the problem that cuase these long delays? If you managers don't have time, please add some more managers! Please count on me in anyway that you think I can help, too.

Regards,
Alix


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A problem with this group

Alix — 2013-05-10T15:27:26

Hi dears,
This is a really useful group, as there are many experienced scrum coaches among members. But this long approval process is really bad. I would like my posts to be published at least a few hours after I write them, not a week later! This long approval times, breaks the continuty of the discussions, as I am not aware of the other answers to a specific post, until you approve them all together. 

What is the problem that cuase these long delays? If you managers don't have time, please add some more managers! Please count on me in anyway that you think I can help, too.

Regards,
Alix



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Re: How to motivate team members Individually?

GeraldF — 2013-05-10T06:52:45

How about establishing helping team members/increasing team performance as criteria for incentives?

--- In scrumdevelopment< at >yahoogroups.com, Ensieh Mohseni <en.mohseni< at >...> wrote:




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Re: Require experienced Scrum Master

Prashant Pund — 2013-05-13T17:26:05

Hello Ajay,
Is this full time job or are you okay with an external coach
enabling/guiding your internal Scrum Master and Team?
Prashant Pund
www.agilesoft.in


On Mon, May 13, 2013 at 4:59 PM, Ajay Rawat <rawat.as< at >gmail.com> wrote:

Require experienced Scrum Master

Ajay Rawat — 2013-05-13T11:29:03

Hi Friends,

We at Kronos in Noida centre are looking for an experienced scrum master.
If interested you can search and apply online at
http://www.kronos.com/careers/international-careers.aspx. The details are
given below for ready reference.

Do feel free to ask for any details required.

All the best,

Ajay Rawat.

Scrum Master

*Job ID *

2013-7010

*Location *

IN-UP-Noida

*Category *

Engineering

*More information about this job:*

*Corporate Overview:*

Kronos is the global leader in workforce management solutions that enable
organizations to control labor costs, minimize compliance risk, and improve
workforce productivity. Tens of thousands of organizations in 100 countries
– including more than half the Fortune 1000® - use Kronos time and
attendance, scheduling, absence management, HR and payroll, hiring, and
labor analytics applications. Kronos customers include enterprises large
and small across diverse industries worldwide including retail,
hospitality, healthcare, manufacturing, public sector, services, and
distribution.

Kronos is a privately held company and was founded in 1977. Headquartered
in Chelmsford, Massachusetts, Kronos employs more than 3,500 people
worldwide.

Kronos is an Equal Opportunity Employer.

*Responsibilities:*

Managing Scrum Processes and deliveries through Scrum model for Web
applications in a geographically distributed environment.

1. Adapt their leadership style to the maturity and capacity of team

2. Ensures all impediments are identified and removed for the Scrum team

3. Drives all Scrum Meetings (Planning, Retrospective/Review, daily
standups etc.)

4. Accountable to ensure stories are broken down to actionable granularity

5. Ensures done definition is clearly identified and followed by team

6. Ensures teams achieves the sprint commitments

7. Ensure information coming from the team (budget, velocity, impediments,
risks) is propagated clearly and efficiently to the leadership teams and
other scrum teams as required

8. Acts as a buffer between the Team and Distracting influences

9. Responsible for the Scrum process, ensuring best judgment is applied
when using or adjusting the process to the team’s context, to ensure that
the benefits for Kronos and the team are maximized

10. Use the team retrospective to continuously strive to retrospect, adapt
and improve in order to maximize the team output in terms of quality and
content

11. Drives and encourages the team to challenge itself to achieve
continuous improvements

12. Participates in Scrum of Scrums to coordinate and facilitate projects
where there are multiple dependencies

13. Improves the lives of the scrum team by facilitating creativity and
empowerment Ensures dependencies and away stories are identified and
communicated to the appropriate teams

14. Works across the global organization to ensure the success of people
and projects in every geography

*Qualifications:*

Graduate / Post Graduate in Computer Science / IT / Electronics &
Communication or related field with excellent academics from reputed
college.

- 8-12 yrs of experience in IT / Software Industry, Experience in working
with MNC, and should have handled one or more projects at the same time

- 3 to 5 yrs of managing Scrum Processes and teams

- Excellent written and verbal communication skills

- Strong software development / testing background is a must.

- Excellent people management skills

- Team mentoring, not an autocratic leader, open to ideas & allowing the
team to take initiative

*Soft Skills:*

- Self motivated, pro-active, initiative to learn and show high levels of
creativity and innovation to evangelize new ideas

- Should possess excellent problem solving capability and ability to
approach problems in a thoughtful and practical manner

- Must have the ability to drive a plan to completion combined with good
written and oral communication.

- Good communication skills.

*Apply for this job:*

- Apply for this job
online<https://international-kronos.icims.com/jobs/7010/job?mode=apply&apply=yes&hashed=58168622>
- Refer a friend to this
job<https://international-kronos.icims.com/jobs/7010/referral?hashed=0>

How to motivate team members Individually?

Ensieh Mohseni — 2013-05-06T10:20:01

Dear Sir/Madam, 


We have just started applying Scrum in our firm (a Software developer firm). I was wondering how we should motivate team members in scrum, when we emphasize on team rather than individuals. What should the top managers do for motivating a team member who has a brilliant performance in the team, while the compensation and awards in Scrum seems to be applied to the whole team equally? 


Regards,

Re: Re: Scrum works on a team with multiple projects?

Mark Levison — 2013-04-30T14:06:02

Mark - this discussion proves the earlier point. Project says nothing about
size and so its unclear how big a thing you're describing. Leonardo's
projects were anything from hours to weeks. Yours are months to a year. Its
likely they have little in common.

I hereby declare the word "project" retired. If I see it used again I will
take it out behind the barn and shoot it :-)

Cheers
Mark


On Tue, Apr 30, 2013 at 10:02 AM, woynam <woyna< at >argonne.com> wrote:

Re: Scrum works on a team with multiple projects?

woynam — 2013-04-30T14:02:28

I never said our teams are context switching between projects. I simply stated that a project is a large epic. As such, it needs to be broken down into smaller features/stories. Our teams usually work on one project, with an average of 4 iterations.

Thus, projects themselves are not the problem. How you prioritize and execute them is the rub.

Of course, if one has huge projects, then there will be pressure to work on multiple projects concurrently, as the business side generally doesn't like to hear that their project will be starting in 12 months.

The key, as usual, is to develop the skills to reduce features down to the smallest possible size that still provides business value.

Mark


--- In scrumdevelopment< at >yahoogroups.com, Cass Dalton <cassdalton73< at >...> wrote:




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