Agility development performance management 3: Source of individual motivation-peer pressure (loosely Pair programming, mentoring system, cross-functional teams, performance appraisal)

This is the third part of agile development performance management. (One, two, three, four, five, six, and seven)

 

If there are 10ProgramI believe that at least nine of them are diligent. However, if there is a team of 10 programmers, one of them is not diligent and still gets the same reward as others-we guess this team will run at 90% productivity, or lower productivity? Believe it or not, I believe the latter.

This is the starting point for individual management in Agile development. We don't see people taking money from their boss to rob the poor, the rich, butBuild a forward and backward team.

Some of the content in this article has been mentioned in several previous blog posts. This article describes the content in this series from another perspective.

 

Leadership pressure

Leadership pressure refers to the pressure that is directly produced by supervision by leaders. It is common in an era or enterprise where "every pore is bleeding and dirty stuff.The features are as follows: the leadership goes through the in-depth questioning process, not just the result, but the on-site supervision of the Leadership (in the computer age, someone invented a software that allows the leadership to directly monitor the screen of employees.

The problem with the pressure of leadership is that it is difficult for a leader to be everywhere. A leader may be a layman. Even if the leader is not a layman, the knowledge of a single task is generally lower than that of the task owner.

The stress of leadership is generally for individuals, because the team does not help the leaders manage the individual. On the contrary, the team is in the state of helping the individual and alienating the leadership.

If your company is paying more and more attention to attendance, you have installed a camera in your office and are investigating a screen monitoring software ...... In this case, the clock-on-board replacement phenomenon must be common. There must be a lot of people sitting in front of the computer and doing nothing. The habit of switching the screen regularly is being developed by everyone ......

The Office is a place where teams work together to solve problems, rather than internal game scenarios. Therefore, leading pressure is an unwise choice.

Peer pressure

Peer pressure is a way for employees to manage their employees, which solves the problem of time, space, and knowledge differences.

However, this kind of management is not to authorize a person to manage another person, but to indicate a common benefit to the team so that they can manage each other when obtaining the common benefit.

Typical management behavior occurs in Agile development in the "(monthly) Planning Meeting" and "(daily) Standing Meeting ". In a scheduled meeting, the Team estimates the expected working hours of each task before determining who is responsible for the task, and then freely receives or assigns the person in charge. In the standing meeting, the person in charge of the task reports the progress. If there is a large deviation from the plan, it is necessary to explain the difficulties encountered so that everyone can help.

TheCommon EstimationAndCommon trackingIt is a key activity for successful implementation.

 

External Conditions of peer pressure

However, sometimes some development teams that have been developing applications for a long time do not really feel the role of "peer pressure", because the implementation of peer pressure requires some prerequisites to support.

1.Cross-functional teams

If the division of labor is too detailed and technical barriers are too high, it is difficult to make a joint estimation. Some teams are cross-functional teams (for example, 10 are developers), but they often fail to work because of excessive division of modules. The bottom line of a cross-functional team is that at least two people can complete any task.

Using groups rather than individuals as the minimum unit for receiving tasks is a way to build cross-functional teams.

Adopting the mentoring system and loose Pair programming method is a good way to clarify group responsibilities.

2.Estimate and allocate

The reason is obvious: if the task has been assigned, the interest and attention of most "irrelevant personnel" will be greatly reduced.

3.Anonymous Estimation

Even for a cross-functional team, if the first person gives an estimate, others may be unable to express their opinions objectively due to various psychological problems, especially when the first person is the strongest or weakest member.

Broadband Delphi and estimation poker are two common anonymous estimation methods. The latter is widely used in Agile development because of its simplicity and speed.

4.Challenges and optimization estimates

In order to prevent the plan from becoming a boring supervised behavior, the group members with large numbers in the anonymous estimation should carry out "challenge" and seek optimal estimates. It is called a challenge because the team cannot simply calculate the mean and vote, but give the reasons (generally the lowest possible one ), try to confirm whether there are reusable components, additional test requirements, and many other factors that may affect the estimated results, and vote again until the results are close. The optimization estimation process uses the knowledge and wisdom of the team to clarify many seemingly false guesses. The results are not only accepted but more objective.

5.Common tracking

Common estimation is a prerequisite for joint tracking. In this way, when tracking (such as every Hitachi Conference), everyone will be concerned about the actual situation of other people's tasks, and when encountering difficulties (often something beyond the expectations of the year ), people will better understand why the task was postponed and be more enthusiastic to help the task owner.

In a team that adopts mentoring and loosely coupled programming, the joint tracking activities are not limited to every Hitachi conference, but will penetrate into daily development activities.

6.Team performance

That is, if a job is not completed, the responsibility belongs to the entire team rather than the specific owner. This will not only prevent tasks from being answered, but also prevent some people from leaving them alone.

In a large team, due to herd mentality, it is often difficult for a person to psychologically admit that he should be responsible for one of the other nine people who have not completed the task. But when they are divided into groups, the situation will change. Especially under the mentoring system, the master team has a strong sense of responsibility.

7. tasks that can be completed

It is difficult to estimate and track tasks without starting or ending (for example, "developing reusable libraries") or making it difficult to make a standard decision (for example, "requirement analysis, and cannot form peer pressure.

8. Open Space

IncludingPhysicallyPeople can observe what everyone is doing, includingLogicallyPeople can observe the progress of others' tasks.

Anonymity is analyzed by psychology as an important cause of violation. For example, masked persons in group incidents are more daring. Cross-functional teams, joint estimation, and open spaceBreak individual Anonymity.

There has been a long-standing dispute between an open space and a personal space. However, I gave up all the opportunities to have an independent office and insisted on sitting in the middle of the team or even the center. Because work is not always exciting and smooth, I am very worried that I will give up self-discipline and relax. All the negative effects produced at that timeThe first victim was me.Rather than the company or others.

 

To a large extent, the above content has replaced individual assessment and managed individual in the team to help them improve performance, but how to ultimately assess their performance (as preface, after all, the salary and bonus will be paid to your personal account. We will discuss them later.

 

 

If the individual performance of a team is aligned with the overall performance of the team, what should they do together? That is our next topic: Set external goals for the team.

 

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