{"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\/hr\/blog\/administrirovanie\/ukrepite-svoi-agile-komandy-ispolzuya-stadii-razvitiya-takmena","title":{"rendered":"Oja\u010dajte svoje agile timove koriste\u0107i faze razvoja Tuckmana","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Ponovno pozdravljamo. Uo\u010di po\u010detka te\u010daja \u201eDevOps prakse i alati\u201c<\/a><\/noindex> dijelimo s vama prijevod jo\u0161 jednog zanimljivog materijala.<\/b><\/i><\/p>\n

\"Oja\u010dajte
\n
\nIzolacija razvojnih i operativnih timova je \u010dest izvor napetosti i uskih mjesta. Kada timovi rade izolirano, vrijeme ciklusa se produ\u017euje, a poslovna vrijednost se smanjuje. U posljednje vrijeme vode\u0107i programeri su nau\u010dili kako prevladati izolaciju putem komunikacije i suradnje, no rekonstrukcija timova je slo\u017eeniji zadatak. Kako raditi zajedno uz promjenu tradicionalnog pona\u0161anja i interakcije?<\/a><\/noindex><\/p>\n

Odgovor: faze razvoja grupa prema Tuckmanu<\/h3>\n

\nGodine 1965. psiholog Bruce Tuckman objavio je istra\u017eivanje \"Developmental Sequence in Small Groups\"<\/a><\/noindex> o dinamici razvoja malih grupa. Da bi grupa mogla generirati nove ideje, sura\u0111ivati, planirati i postizati rezultate, istaknuo je va\u017enost \u010detiri faze razvoja: formiranje, sukob, normiranje i funkcioniranje.<\/p>\n

U fazi formiranja (forming)<\/b> grupa definira svoje ciljeve i zadatke. \u010clanovi grupe oslanjaju se na sigurnu me\u0111uljudsku interakciju i definiraju svoje granice suradnje. U fazi sukoba (storming)<\/b> \u010dlanovi grupe otkrivaju razli\u010dite stilove rada i ja\u010daju povjerenje dijele\u0107i svoje mi\u0161ljenje, \u0161to \u010desto dovodi do sukoba. U fazi normiranja (norming)<\/b> grupa dolazi do rje\u0161enja svojih nesuglasica i po\u010dinje razvijati timski duh i koheziju. \u010clanovi tima shva\u0107aju da imaju zajedni\u010dke ciljeve i da za njihovo postizanje moraju raditi zajedno. U fazi funkcioniranja (performing)<\/b> tim posti\u017ee ciljeve, funkcionira neovisno i samostalno rje\u0161ava sukobe. \u010clanovi tima podr\u017eavaju jedni druge i fleksibilniji su u svojim ulogama.<\/p>\n

Kako oja\u010dati agile timove<\/h2>\n

\nKada se eliminira izolacija, \u010dlanovi grupa \u010desto se po\u010dinju osje\u0107ati zbunjeno zbog nagle kulturne promjene. Prioritet lidera treba biti formiranje tima kako bi se izbjegla destruktivna kultura u kojoj \u010dlanovi tima ne vjeruju i ne podr\u017eavaju jedni druge. Primjena \u010detiri Tuckmanove faze prilikom formiranja timova mo\u017ee pobolj\u0161ati dinamiku.<\/p>\n

Formiranje<\/h4>\n

\nPrilikom formiranja agile tima va\u017eno je obratiti pa\u017enju na jake strane i vje\u0161tine. \u010clanovi tima trebaju se dopunjavati, ali ne duplicirati, jer je agile tim kros-funkcionalan tim u kojem svaki \u010dlan iskazuje svoje jake strane za postizanje zajedni\u010dkog cilja.<\/p>\n

Nakon rje\u0161avanja razdvojenosti, vo\u0111e trebaju modelirati i definirati pona\u0161anje koje \u017eele vidjeti u timu. \u010clanovi tima \u0107e se obra\u0107ati vo\u0111i, kao \u0161to je scrum master, za vodstvo i mentorstvo. \u010clanovi grupe \u010desto se fokusiraju isklju\u010divo na svoj rad, umjesto da gledaju na grupu kao na jedinstvenu strukturu koja radi na postizanju cilja. Scrum master treba pomo\u0107i \u010dlanovima tima da razviju osje\u0107aj pripadnosti kolektivu. Nakon realizacije neke ideje ili sprinta, scrum master treba okupiti tim, odr\u017eati retrospektivu i razumjeti \u0161to je pro\u0161lo dobro, a \u0161to nije, te \u0161to se mo\u017ee pobolj\u0161ati. \u010clanovi tima mogu zajedno postavljati ciljeve i pomagati razvijati timski duh.<\/p>\n

Sukob<\/h4>\n

\n\u010cim \u010dlanovi grupe po\u010dnu vidjeti jedni druge kao sudionike tima, po\u010dinju izra\u017eavati svoje mi\u0161ljenje, zbog \u010dega mogu nastati sukobi. Pojedinci mogu prebacivati krivnju na druge, stoga je cilj u ovoj fazi razvijati poverenje, komunikaciju i saradnju.<\/p>\n

Scrum master je odgovoran za pomo\u0107 \u010dlanovima tima u rje\u0161avanju sukoba, ubla\u017eavanje napetih situacija i edukaciju o radnim procesima. Treba umiriti, rje\u0161avati sukobe i pomagati timu da ostane produktivan. Zabilje\u017eavanjem odluka u dokumentima, te\u017ee\u0107i transparentnosti i jasno\u0107i, kao i suradnjom u potrazi za rje\u0161enjima, timovi mogu stvoriti kulturu u kojoj su eksperimenti dobrodo\u0161li, a neuspjesi se smatraju prilikom za stjecanje novih znanja. \u010clanovi tima trebaju se i dalje osje\u0107ati sigurno, \u010dak i kada iznose mi\u0161ljenja koja se razlikuju od drugih. Fokus treba biti na stalnom usavr\u0161avanju i pronala\u017eenju rje\u0161enja, a ne na raspravama.<\/p>\n

Normalizacija<\/h4>\n

\nPrijelaz s konflikta na normalizaciju mo\u017ee biti te\u017eak za mnoge agile timove, ali jednom kada je taj prijelaz dovr\u0161en, naglasak se stavlja na osna\u017eivanje i korisno djelovanje. U\u010de\u0107i kako rje\u0161avati konflikte u prethodnoj fazi, tim je sposoban percipirati nesuglasice i razmatrati probleme iz razli\u010ditih perspektiva.<\/p>\n

Retrospktivne nakon svakog sprinta trebaju postati ritual. Na retrospktivnom sastanku potrebno je izdvojiti vrijeme za planiranje u\u010dinkovite suradnje. Scrum master i ostali lideri trebaju davati povratne informacije \u010dlanovima tima, a \u010dlanovi tima trebaju davati povratne informacije o radnim procesima. U ovoj fazi razvoja, \u010dlanovi grupe vide sebe kao dio tima koji radi na postizanju zajedni\u010dkih ciljeva. Tu je uzajamno povjerenje i otvorena komunikacija. Tim sura\u0111uje kao jedinstvena cjelina.<\/p>\n

Funkcioniranje<\/h4>\n

\nU ovoj fazi, tim je motiviran i zainteresiran za pro\u0161irenje svojih zadataka. Sada tim funkcionira autonomno i vo\u0111enje bi trebalo preuzeti potporu, usredoto\u010duju\u0107i se na kontinuirano u\u010denje. Kako su timovi fokusirani na unapre\u0111enje, sposobni su identificirati uska grla, barijere u komunikaciji i prepreke za inovacije.<\/p>\n

U ovom trenutku tim je potpuno formiran i produktivan. \u010clanovi tima uspje\u0161no sura\u0111uju i komuniciraju, imaju jasno samopouzdanje i viziju. Tim radi u\u010dinkovito i prihva\u0107a promjene.<\/p>\n

Kada do\u0111e do promjena u timovima ili promjene vo\u0111enja, timovi se mogu osje\u0107ati nesigurno i ponovno pro\u0107i kroz jednu ili vi\u0161e ovih faza. Primjenjuju\u0107i te prakse unutar svog tima, mo\u017eete podr\u017eati njihov rast i razvoj, poma\u017eu\u0107i im da odr\u017ee agile metodologiju i kulturu.<\/p>\n

Tradicionalno o\u010dekujemo va\u0161e komentare i pozivamo da saznate vi\u0161e<\/a><\/noindex> o na\u0161em te\u010daju na besplatnom webinaru<\/a><\/noindex>.<\/b>
\n
Izvor: habr.com<\/a> <\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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