{"id":69619,"date":"2020-02-21T02:56:49","date_gmt":"2020-02-20T23:56:49","guid":{"rendered":"https:\/\/prohoster.info\/blog\/ukrepite-svoi-agile-komandy-ispolzuya-stadii-razvitiya-takmena"},"modified":"2020-03-03T16:14:47","modified_gmt":"2020-03-03T13:14:47","slug":"ukrepite-svoi-agile-komandy-ispolzuya-stadii-razvitiya-takmena","status":"publish","type":"post","link":"https:\/\/prohoster.info\/cs\/blog\/administrirovanie\/ukrepite-svoi-agile-komandy-ispolzuya-stadii-razvitiya-takmena","title":{"rendered":"Posilte sv\u00e9 agiln\u00ed t\u00fdmy vyu\u017eit\u00edm v\u00fdvojov\u00fdch f\u00e1z\u00ed Takmena","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Znovu dobr\u00fd den. V p\u0159edstihu p\u0159ed zah\u00e1jen\u00edm kurzu \u201eDevOps praktiky a n\u00e1stroje\u201c<\/a><\/noindex> sd\u00edl\u00edme s v\u00e1mi p\u0159eklad dal\u0161\u00edho zaj\u00edmav\u00e9ho materi\u00e1lu.<\/b><\/i><\/p>\n

\"Posilte
\n
\nIzolovanost v\u00fdvojov\u00fdch a podp\u016frn\u00fdch t\u00fdm\u016f je b\u011b\u017en\u00fdm zdrojem nap\u011bt\u00ed a \u00fazk\u00fdch m\u00edst. Kdy\u017e t\u00fdmy pracuj\u00ed izolovan\u011b, doba cyklu se prodlu\u017euje a obchodn\u00ed hodnota kles\u00e1. V posledn\u00ed dob\u011b se p\u0159edn\u00ed v\u00fdvoj\u00e1\u0159i softwaru nau\u010dili p\u0159ekon\u00e1vat izolovanost prost\u0159ednictv\u00edm komunikace a spolupr\u00e1ce, ale p\u0159estavba t\u00fdm\u016f je slo\u017eit\u011bj\u0161\u00ed \u00fakol. Jak pracovat spole\u010dn\u011b p\u0159i zm\u011bn\u011b tradi\u010dn\u00edho chov\u00e1n\u00ed a interakce?<\/a><\/noindex><\/p>\n

Odpov\u011b\u010f: f\u00e1ze v\u00fdvoje skupin podle Tuckmana<\/h3>\n

\nV roce 1965 psychologie Bruce Tuckman publikoval studii \"Developmental Sequence in Small Groups\"<\/a><\/noindex> o dynamice v\u00fdvoje mal\u00fdch skupin. Aby skupina mohla generovat nov\u00e9 n\u00e1pady, interagovat, pl\u00e1novat a dosahovat v\u00fdsledk\u016f, zd\u016fraznil v\u00fdznam \u010dty\u0159 f\u00e1z\u00ed v\u00fdvoje: formov\u00e1n\u00ed, konflikt, normalizace a fungov\u00e1n\u00ed.<\/p>\n

V f\u00e1zi formov\u00e1n\u00ed (forming)<\/b> skupina ur\u010duje sv\u00e9 c\u00edle a \u00fakoly. \u010clenov\u00e9 skupiny spol\u00e9haj\u00ed na bezpe\u010dn\u00e9 mezilidsk\u00e9 chov\u00e1n\u00ed a ur\u010duj\u00ed sv\u00e9 hranice interakce. V f\u00e1zi konfliktu (storming)<\/b> \u010dlenov\u00e9 skupiny nach\u00e1zej\u00ed r\u016fzn\u00e9 styly pr\u00e1ce a posiluj\u00ed d\u016fv\u011bru sd\u00edlen\u00edm sv\u00fdch n\u00e1zor\u016f, co\u017e \u010dasto vede ke konflikt\u016fm. V f\u00e1zi normalizace (norming)<\/b> se skupina dost\u00e1v\u00e1 k vy\u0159e\u0161en\u00ed sv\u00fdch neshod a za\u010d\u00edn\u00e1 budovat t\u00fdmov\u00e9ho ducha a soudr\u017enost. \u010clenov\u00e9 t\u00fdmu si uv\u011bdomuj\u00ed, \u017ee maj\u00ed spole\u010dn\u00e9 c\u00edle a pro jejich dosa\u017een\u00ed mus\u00ed pracovat spole\u010dn\u011b. V f\u00e1zi fungov\u00e1n\u00ed (performing)<\/b> t\u00fdm dosahuje c\u00edl\u016f, funguje nez\u00e1visle a samostatn\u011b \u0159e\u0161\u00ed konflikty. \u010clenov\u00e9 t\u00fdmu se podporuj\u00ed navz\u00e1jem a jsou flexibiln\u011bj\u0161\u00ed ve sv\u00fdch rol\u00edch.<\/p>\n

Jak pos\u00edlit agile t\u00fdmy<\/h2>\n

\nKdy\u017e se odstran\u00ed izolovanost, \u010dlenov\u00e9 skupin \u010dasto za\u010d\u00ednaj\u00ed c\u00edtit zmatek kv\u016fli n\u00e1hl\u00e9 kulturn\u00ed zm\u011bn\u011b. Prioritou vedouc\u00edch by m\u011blo b\u00fdt budov\u00e1n\u00ed t\u00fdmu, aby nevznikla destruktivn\u00ed kultura, ve kter\u00e9 si \u010dlenov\u00e9 t\u00fdmu nev\u011b\u0159\u00ed a nepodporuj\u00ed se navz\u00e1jem. Aplikace \u010dty\u0159 f\u00e1z\u00ed Tuckmana p\u0159i budov\u00e1n\u00ed t\u00fdm\u016f m\u016f\u017ee zlep\u0161it dynamiku.<\/p>\n

Formov\u00e1n\u00ed<\/h4>\n

\nP\u0159i tvorb\u011b agiln\u00edho t\u00fdmu je d\u016fle\u017eit\u00e9 br\u00e1t v \u00favahu siln\u00e9 str\u00e1nky a dovednosti jeho \u010dlen\u016f. \u010clenov\u00e9 t\u00fdmu by se m\u011bli vz\u00e1jemn\u011b dopl\u0148ovat, nikoli duplicovat, proto\u017ee agiln\u00ed t\u00fdm je k\u0159\u00ed\u017eov\u011b funk\u010dn\u00ed t\u00fdm, kde ka\u017ed\u00fd \u010dlen projevuje sv\u00e9 siln\u00e9 str\u00e1nky k dosa\u017een\u00ed spole\u010dn\u00e9ho c\u00edle.<\/p>\n

Po odstran\u011bn\u00ed rozd\u011blenosti by m\u011bli l\u00edd\u0159i modelovat a vymezit chov\u00e1n\u00ed, kter\u00e9 cht\u011bj\u00ed vid\u011bt v t\u00fdmu. \u010clenov\u00e9 t\u00fdmu se obracej\u00ed na vedouc\u00edho, nap\u0159\u00edklad scrummastera, pro veden\u00ed a mentoring. Pro \u010dleny t\u00fdmu je typick\u00e9, \u017ee se soust\u0159ed\u00ed v\u00fdhradn\u011b na svou pr\u00e1ci, m\u00edsto aby se d\u00edvali na skupinu jako na jednotnou strukturu pracuj\u00edc\u00ed na dosa\u017een\u00ed c\u00edle. Scrummaster by m\u011bl pomoci \u010dlen\u016fm t\u00fdmu vyvinout pocit soun\u00e1le\u017eitosti. Po realizaci n\u011bjak\u00e9ho n\u00e1padu nebo sprintu by m\u011bl scrummaster shrom\u00e1\u017edit t\u00fdm, prov\u00e9st retrospektivu a zjistit, co se poda\u0159ilo, co ne, a co lze zlep\u0161it. \u010clenov\u00e9 t\u00fdmu mohou spole\u010dn\u011b definovat c\u00edle a pom\u00e1hat rozv\u00edjet t\u00fdmov\u00e9ho ducha.<\/p>\n

Konflikt<\/h4>\n

\nJakmile \u010dlenov\u00e9 skupiny za\u010dnou vid\u011bt jeden druh\u00e9ho jako \u010dleny t\u00fdmu, za\u010dne vyjad\u0159ov\u00e1n\u00ed n\u00e1zor\u016f, co\u017e m\u016f\u017ee vyvolat konflikty. Jedinci mohou svalovat vinu na ostatn\u00ed, proto c\u00edlem v t\u00e9to f\u00e1zi je rozv\u00edjet d\u016fv\u011bru, komunikaci a spolupr\u00e1ci.<\/p>\n

Scrummaster se sna\u017e\u00ed pomoci \u010dlen\u016fm t\u00fdmu \u0159e\u0161it konflikty, zm\u00edr\u0148ovat napjat\u00e9 situace a u\u010dit pracovn\u00ed procesy. M\u011bl by uklidnit, vy\u0159e\u0161it konflikty a pomoci t\u00fdmu z\u016fstat produktivn\u00ed. Zaznamen\u00e1v\u00e1n\u00edm rozhodnut\u00ed do dokumentace s d\u016frazem na transparentnost a z\u0159etelnost a spoluprac\u00ed p\u0159i hled\u00e1n\u00ed \u0159e\u0161en\u00ed mohou t\u00fdmy vytv\u00e1\u0159et kulturu, ve kter\u00e9 jsou v\u00edt\u00e1ny experimenty a ne\u00fasp\u011bchy jsou vn\u00edm\u00e1ny jako p\u0159\u00edle\u017eitosti k z\u00edsk\u00e1n\u00ed nov\u00fdch znalost\u00ed. \u010clenov\u00e9 t\u00fdmu by se m\u011bli i nad\u00e1le c\u00edtit v bezpe\u010d\u00ed, i kdy\u017e vyjad\u0159uj\u00ed n\u00e1zory, kter\u00e9 se li\u0161\u00ed od ostatn\u00edch. Hlavn\u00ed d\u016fraz by m\u011bl b\u00fdt kladen na neust\u00e1l\u00e9 zlep\u0161ov\u00e1n\u00ed a hled\u00e1n\u00ed \u0159e\u0161en\u00ed, nikoli na spory.<\/p>\n

Normalizace<\/h4>\n

\nP\u0159echod od konfliktu k normalizaci m\u016f\u017ee b\u00fdt pro mnoho agiln\u00edch t\u00fdm\u016f obt\u00ed\u017en\u00fd, ale jakmile je tento p\u0159echod dokon\u010den, d\u016fraz se klade na roz\u0161\u00ed\u0159en\u00ed pravomoc\u00ed a u\u017eite\u010dnou pr\u00e1ci. Nau\u010den\u00edm se \u0159e\u0161it konflikty v p\u0159edchoz\u00edm kroku je t\u00fdm schopen p\u0159ij\u00edmat rozd\u00edly a zva\u017eovat probl\u00e9my z r\u016fzn\u00fdch \u00fahl\u016f.<\/p>\n

Retrospektivy po ka\u017ed\u00e9m sprintu by se m\u011bly st\u00e1t ritu\u00e1lem. Na retrospektiv\u011b je nutn\u00e9 vy\u010dlenit \u010das na pl\u00e1nov\u00e1n\u00ed efektivn\u00ed pr\u00e1ce. Scrum master a ostatn\u00ed l\u00edd\u0159i by m\u011bli poskytovat zp\u011btnou vazbu \u010dlen\u016fm t\u00fdmu a \u010dlenov\u00e9 t\u00fdmu by m\u011bli poskytovat zp\u011btnou vazbu o pracovn\u00edch procesech. V t\u00e9to f\u00e1zi v\u00fdvoje se \u010dlenov\u00e9 skupiny vid\u00ed jako sou\u010d\u00e1st t\u00fdmu, kter\u00fd pracuje na dosa\u017een\u00ed spole\u010dn\u00fdch c\u00edl\u016f. Existuje vz\u00e1jemn\u00e1 d\u016fv\u011bra a otev\u0159en\u00e1 komunikace. T\u00fdm pracuje spole\u010dn\u011b jako jeden celek.<\/p>\n

Funkcionov\u00e1n\u00ed<\/h4>\n

\nV t\u00e9to f\u00e1zi je t\u00fdm motivov\u00e1n a m\u00e1 z\u00e1jem roz\u0161i\u0159ovat sv\u00e9 \u00fakoly. Nyn\u00ed t\u00fdm funguje autonomn\u011b a veden\u00ed by m\u011blo p\u0159evz\u00edt podp\u016frnou roli, zam\u011b\u0159it se na nep\u0159etr\u017eit\u00e9 u\u010den\u00ed. Jak se t\u00fdmy sna\u017e\u00ed o zlep\u0161en\u00ed, jsou schopny identifikovat \u00fazk\u00e1 m\u00edsta, komunika\u010dn\u00ed bari\u00e9ry a p\u0159ek\u00e1\u017eky pro inovace.<\/p>\n

V tuto chv\u00edli je t\u00fdm pln\u011b utvo\u0159en a produktivn\u00ed. \u010clenov\u00e9 t\u00fdmu si \u00fasp\u011b\u0161n\u011b spolupracuj\u00ed a komunikuj\u00ed, maj\u00ed jasn\u00e9 sebeuv\u011bdom\u011bn\u00ed a vizi. T\u00fdm pracuje efektivn\u011b a p\u0159ij\u00edm\u00e1 zm\u011bny.<\/p>\n

P\u0159i zm\u011bn\u00e1ch v t\u00fdmech nebo v\u00fdm\u011bn\u011b veden\u00ed se mohou t\u00fdmy c\u00edtit nejist\u011b a proj\u00edt znovu jednou nebo v\u00edce z t\u011bchto f\u00e1z\u00ed. Uplat\u0148ov\u00e1n\u00edm t\u011bchto praktik ve sv\u00e9 skupin\u011b m\u016f\u017eete podpo\u0159it jej\u00ed r\u016fst a v\u00fdvoj, \u010d\u00edm\u017e jim pom\u016f\u017eete udr\u017eovat agiln\u00ed metodologii a kulturu.<\/p>\n

Tradi\u010dn\u011b o\u010dek\u00e1v\u00e1me va\u0161e koment\u00e1\u0159e a zveme se dozv\u011bd\u011bt v\u00edce<\/a><\/noindex> o na\u0161em kurzu na bezplatn\u00e9m webin\u00e1\u0159i<\/a><\/noindex>.<\/b>
\n
Zdroj: habr.com<\/a> <\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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