how_do_we_get_all_the_work_addressed_when_our_specialists_cannot_be_everywhere
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====== How Do We Get All the Work Addressed When Our Specialists Cannot Be Everywhere? ===== | ====== How Do We Get All the Work Addressed When Our Specialists Cannot Be Everywhere? ===== | ||
+ | |||
+ | Or "How do we keep everyone busy on the team when some team members have specialized skills that cannot be used based on the current priority of backlog work?" | ||
<WRAP todo> | <WRAP todo> | ||
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- The creation of teams that can do most of the work of delivery in most cases. | - The creation of teams that can do most of the work of delivery in most cases. | ||
- | This note is about the development of T-shaped people. | + | This note is about the development of "T-shaped people" or the " |
====== Background ====== | ====== Background ====== | ||
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Page needs to cover: | Page needs to cover: | ||
- | * Where do the specialists we have come from - they didn't start that way. Basically the result of traditional (resource) management approach - we have this problem, | + | * Where do the specialists we have come from - they didn't start that way. Basically the result of traditional (resource) management approach - we have this problem, |
- | * What are the benefits of T-shaped people: Reduce bottlenecks (WIP), enable | + | * What are the benefits of having a team with some T-shaped |
- | * Defining | + | * Reduce bottlenecks (WIP) |
+ | * Enable | ||
+ | * Enable | ||
+ | * Increase | ||
+ | * Less "single point of failure" if specialist is not available. This means improved resiliency of the team (and organization) | ||
+ | * Improved | ||
+ | * Less need for documentation required to hand off information | ||
+ | * Defining | ||
* Perhaps add to this 5) has a general understanding of the psychology of the people they are working with. | * Perhaps add to this 5) has a general understanding of the psychology of the people they are working with. | ||
- | * Does everyone have to be expert at everything - no. Pareto principle applies - with 20% of the knowledge of the true expert can deal with 80% of the specific area | + | * Does everyone have to be expert at everything - no. Pareto principle applies - with 20% of the knowledge of the true expert can deal with 80% tasks associated with a specific area. Plus they can reach out for help if they get stuck. |
- | * Doesn' | + | * Doesn' |
- | * How do you create T-shaped people? Incrementally. Take opportunity to pair as you do work. Or work together on things - eg design session includes all roles, not just developer / architect, and so increases ability / understanding of all. | + | * Note: this is probably the fastest way to develop new skill |
- | * Does this mean that everyone is a generalist? No. Teams with specialization will out-perform a team of generalists (Anderson 2004: | + | * Besides isn't it more important to be developing skills related high priority work for which we don't have enough people, than to keep people busy on low priority work because they are limited by the skills they have? |
+ | * Doesn' | ||
+ | * How do you create T-shaped people? Incrementally. Take opportunity to pair as you do work. | ||
+ | * One practical approach is to use " | ||
+ | * Another practical approach is to have the team actively figure out ways to work together on things - eg design session includes all roles, not just developer / architect | ||
+ | * Does this mean that everyone is a generalist? No. Teams with specialization will out-perform a team of generalists (Anderson 2004: | ||
* From HR perspective, | * From HR perspective, | ||
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