{"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\/ro\/blog\/administrirovanie\/ukrepite-svoi-agile-komandy-ispolzuya-stadii-razvitiya-takmena","title":{"rendered":"Consolida\u021bi-v\u0103 echipele agile, folosind etapele de dezvoltare Takmen","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Bun\u0103 din nou. \u00cen pragul \u00eenceperii cursului \u201ePracticile \u0219i instrumentele DevOps\u201d<\/a><\/noindex> \u00eemp\u0103rt\u0103\u0219im cu voi traducerea unui alt material interesant.<\/b><\/i><\/p>\n

\"Consolida\u021bi-v\u0103
\n
\nIzolarea echipelor de dezvoltare \u0219i suport este o surs\u0103 comun\u0103 de tensiune \u0219i blocaje. C\u00e2nd echipele lucreaz\u0103 izolat, timpul de ciclu se \u00eentinde, iar valoarea pentru afacere scade. Recent, liderii de dezvoltare software au \u00eenv\u0103\u021bat s\u0103 dep\u0103\u0219easc\u0103 izolarea prin comunicare \u0219i colaborare, dar restructurarea echipelor este o sarcin\u0103 mai complicat\u0103. Cum putem lucra \u00eempreun\u0103 \u00een contextul schimb\u0103rii comportamentului \u0219i interac\u021biunii tradi\u021bionale?<\/a><\/noindex><\/p>\n

R\u0103spuns: etapele de dezvoltare a grupurilor conform lui Tuckman<\/h3>\n

\n\u00cen 1965, psihologul Bruce Tuckman a publicat un studiu intitulat \u201eDevelopmental Sequence in Small Groups\u201d<\/a><\/noindex> despre dinamica dezvolt\u0103rii grupurilor mici. Pentru ca un grup s\u0103 genereze idei noi, s\u0103 interac\u021bioneze, s\u0103 planifice \u0219i s\u0103 ob\u021bin\u0103 rezultate, el a subliniat importan\u021ba a patru etape de dezvoltare: formare, conflict, normalizare \u0219i func\u021bionare.<\/p>\n

La etapa formare (forming)<\/b> grupul \u00ee\u0219i define\u0219te scopurile \u0219i sarcinile. Membrii grupului se bazeaz\u0103 pe comportamente interumane sigure \u0219i stabilesc limitele interac\u021biunii. \u00cen etapa conflictului (storming)<\/b> membrii grupului descoper\u0103 stiluri de lucru diferite \u0219i \u00ee\u0219i consolideaz\u0103 \u00eencrederea, \u00eemp\u0103rt\u0103\u0219indu-\u0219i opiniile, ceea ce duce adesea la conflicte. \u00cen etapa normaliz\u0103rii (norming)<\/b> grupul ajunge la o reglementare a ne\u00een\u021belegerilor sale \u0219i \u00eencepe s\u0103 dezvolte spiritul de echip\u0103 \u0219i coeziunea. Membrii echipei con\u0219tientizeaz\u0103 c\u0103 au scopuri comune \u0219i c\u0103 pentru a le atinge trebuie s\u0103 colaboreze. \u00cen etapa func\u021bion\u0103rii (performing)<\/b> echipa \u00ee\u0219i atinge obiectivele, func\u021bioneaz\u0103 independent \u0219i rezolv\u0103 conflictele de una singur\u0103. Membrii echipei se sprijin\u0103 reciproc \u0219i sunt mai flexibili \u00een rolurile lor.<\/p>\n

Cum s\u0103 \u00eent\u0103rim echipele agile<\/h2>\n

\nC\u00e2nd se elimin\u0103 izolarea, membrii grupurilor \u00eencep adesea s\u0103 se simt\u0103 confuzi din cauza schimb\u0103rii culturale bruste. Prioritatea liderilor ar trebui s\u0103 fie formarea echipei pentru a evita o cultur\u0103 distructiv\u0103, \u00een care membrii echipei nu se sprijin\u0103 \u0219i nu se \u00eencred \u00een ceilal\u021bi. Aplicarea celor patru etape ale lui Tuckman \u00een formarea echipelor poate \u00eembun\u0103t\u0103\u021bi dinamica.<\/p>\n

Formare<\/h4>\n

\nC\u00e2nd se formeaz\u0103 o echip\u0103 agile, este important s\u0103 se acorde aten\u021bie punctelor forte \u0219i abilit\u0103\u021bilor. Membrii echipei trebuie s\u0103 se completeze reciproc, dar s\u0103 nu se duplicate, deoarece o echip\u0103 agile este o echip\u0103 multifunc\u021bional\u0103 \u00een care fiecare participant \u00ee\u0219i manifest\u0103 punctele forte pentru a atinge un obiectiv comun.<\/p>\n

Dup\u0103 ce a fost eliminat\u0103 dezintegrarea, liderii trebuie s\u0103 modeleze \u0219i s\u0103 defineasc\u0103 comportamentul pe care doresc s\u0103-l vad\u0103 \u00een echip\u0103. Membrii echipei se vor adresa liderului, de exemplu, scrum master-ului, pentru \u00eendrumare \u0219i suport. Este caracteristic ca membrii grupului s\u0103 se concentreze exclusiv pe munca lor, \u00een loc s\u0103 priveasc\u0103 grupul ca pe o structur\u0103 unic\u0103 care lucreaz\u0103 pentru atingerea unui obiectiv. Scrum master-ul trebuie s\u0103 ajute membrii echipei s\u0103 dezvolte un sentiment de apartenen\u021b\u0103 la colectiv. Dup\u0103 implementarea unei idei sau a unui sprint, scrum master-ul trebuie s\u0103 reuneasc\u0103 echipa, s\u0103 organizeze o retrospectiv\u0103 \u0219i s\u0103 analizeze ce a mers bine, ce nu a mers \u0219i ce poate fi \u00eembun\u0103t\u0103\u021bit. Membrii echipei pot defini \u00eempreun\u0103 obiective \u0219i pot ajuta la dezvoltarea spiritului de echip\u0103.<\/p>\n

Conflict<\/h4>\n

\nAtunci c\u00e2nd membrii grupului \u00eencep s\u0103 se perceap\u0103 unii pe al\u021bii ca participan\u021bi la echip\u0103, se \u00eencepe exprimarea opiniilor, ceea ce poate duce la conflicte. Persoanele pot da vina pe al\u021bii, astfel c\u0103 scopul \u00een aceast\u0103 etap\u0103 este de a dezvolta \u00eencrederea, comunicarea \u0219i colaborarea.<\/p>\n

Scrum master-ul este responsabil pentru a ajuta membrii echipei s\u0103 rezolve conflictele, s\u0103 atenueze situa\u021biile tense \u0219i s\u0103 \u00eenve\u021be procesele de lucru. El trebuie s\u0103 calmeze, s\u0103 rezolve conflictele \u0219i s\u0103 ajute echipa s\u0103 r\u0103m\u00e2n\u0103 productiv\u0103. \u00cenregistr\u00e2nd solu\u021biile \u00een documente, urm\u0103rind transparen\u021ba \u0219i vizibilitatea, precum \u0219i colabor\u00e2nd \u00een c\u0103utarea solu\u021biilor, echipele pot crea o cultur\u0103 \u00een care experimentele sunt binevenite, iar e\u0219ecurile sunt considerate oportunit\u0103\u021bi de \u00eenv\u0103\u021bare. Membrii echipei trebuie s\u0103 se simt\u0103 \u00een continuare \u00een siguran\u021b\u0103 chiar \u0219i atunci c\u00e2nd \u00ee\u0219i exprim\u0103 opiniile diferite. Aten\u021bia principal\u0103 trebuie s\u0103 fie asupra \u00eembun\u0103t\u0103\u021birii continue \u0219i c\u0103ut\u0103rii de solu\u021bii, nu asupra disputelor.<\/p>\n

Normalizare<\/h4>\n

\nTrecerea de la conflict la normalizare poate fi dificil\u0103 pentru multe echipe agile, dar odat\u0103 ce acest proces este finalizat, accentul se pune pe extinderea puterilor \u0219i pe munc\u0103 eficient\u0103. \u00cenv\u0103\u021b\u00e2nd s\u0103 rezolve conflictele la etapa anterioar\u0103, echipa este capabil\u0103 s\u0103 perceap\u0103 divergen\u021bele \u0219i s\u0103 abordeze problemele din perspective diferite.<\/p>\n

Retropectivele dup\u0103 fiecare sprint ar trebui s\u0103 devin\u0103 un ritual. \u00cen cadrul retropectivei, trebuie s\u0103 se aloce timp pentru planificarea unei muncii eficiente. Scrum Masterul \u0219i ceilal\u021bi lideri ar trebui s\u0103 ofere feedback membrilor echipei, iar ace\u0219tia din urm\u0103 ar trebui s\u0103 ofere feedback cu privire la procesele de lucru. La aceast\u0103 etap\u0103 de dezvoltare, membrii grupului se v\u0103d ca parte a echipei care lucreaz\u0103 pentru atingerea obiectivelor comune. Exist\u0103 \u00eencredere reciproc\u0103 \u0219i comunicare deschis\u0103. Echipa colaboreaz\u0103 ca un \u00eentreg.<\/p>\n

Func\u021bionare<\/h4>\n

\nLa aceast\u0103 etap\u0103, echipa este motivat\u0103 \u0219i interesat\u0103 s\u0103 \u00ee\u0219i extind\u0103 sarcinile. Acum echipa func\u021bioneaz\u0103 autonom, iar conducerea ar trebui s\u0103 \u00ee\u0219i asume un rol de sprijin, concentr\u00e2ndu-se pe \u00eenv\u0103\u021barea continu\u0103. Pe m\u0103sur\u0103 ce echipele aspir\u0103 la \u00eembun\u0103t\u0103\u021bire, acestea sunt capabile s\u0103 identifice punctele slabe, barierele de comunicare \u0219i obstacolele \u00een calea inova\u021biei.<\/p>\n

\u00cen acest moment, echipa este complet format\u0103 \u0219i productiv\u0103. Membrii echipei colaboreaz\u0103 cu succes \u0219i comunic\u0103, av\u00e2nd un autocontrol clar \u0219i o viziune. Echipa lucreaz\u0103 eficient \u0219i accept\u0103 schimb\u0103rile.<\/p>\n

Atunci c\u00e2nd apar schimb\u0103ri \u00een echipe sau conducere, echipele pot deveni nesigure \u0219i pot repeta una sau mai multe dintre aceste etape. Aplic\u00e2nd aceste tehnici \u00een echipa dumneavoastr\u0103, ve\u021bi putea sprijini cre\u0219terea \u0219i dezvoltarea acesteia, ajut\u00e2ndu-i s\u0103 men\u021bin\u0103 metodologia \u0219i cultura agile.<\/p>\n

A\u0219tept\u0103m, \u00een mod tradi\u021bional, comentariile dumneavoastr\u0103 \u0219i v\u0103 invit\u0103m s\u0103 afla\u021bi mai multe<\/a><\/noindex> despre cursul nostru de pe webinarul gratuit<\/a><\/noindex>.<\/b>
\n
Sursa: habr.com<\/a> <\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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