Wednesday, August 29, 2012

Autonomous and Dependent Teams

Almost all of my clients are currently doing some variation on agile methodologies. Most of them are doing SCRUM or some version of it. And yet, they are very different teams. In particular, lately I've noticed that there are two kinds of teams: those that encourage autonomy and those that encourage dependence.

To be clear, I'm speaking entirely within the development team itself. Within a development team there are invariably leaders, usually the ones who have been around for a while and show the most ability to interact on a technical level with the rest of the team. The character of those leaders and how much autonomy non-leader team members have says a lot about the team.

Teams that encourage autonomy take the attitude that team members should help themselves. If a member of the team needs something - a new git branch, a test class, a method on an object in another area of the code - then that person is responsible for getting it.  How the team member accomplishes that is, in descending order of preference: (1) doing it; (2) asking for help to do it with someone (pairing and learning); (3) asking someone else to do it; (4) throwing up a request to the team at large.

Teams that encourage dependence have a very different attitude. These are teams where each person has a specialty and anything outside that specialty should be done by a leader. If a team member needs something - a new git branch, a test class, a method in another layer of the code - then that person should ask a team leader, who will provide it. Sometimes the leader passes the request off to another team member, and sometimes the leader simply does it.

Let's look a little deeper at what happens with these teams.

Autonomous Teams

  • Emphasize a leaderless culture. These are the teams that will say, "we're all equals" or "there's no leader." There are people who know more about a given area or technology, but the team considers them question answerers more than doers in that particular area.
  • Can better withstand the loss of one person. Whether it's vacation, maternity leave, or leaving the company, the absent person is less likely to have specialized knowledge no one else on the team has. It's a loss that's easier to recover from.
  • Tend to have more tooling. Because there's no dedicated "tools person", everyone introduces tooling as it's needed, from a continuous integration system to deployment scripts to test infrastructure to design diagramming. Over time this actually winds up with more tools in active use than a team with a dedicated tools engineer.
  • Produce more well-rounded engineers. "I don't do CSS" is not an excuse on this team. If the thing you're working on needs it, well, you do CSS now!
  • Work together more. Because each team member touches a larger area of the code base, there's more to learn and team members wind up working together frequently, either as a training exercise, or to avoid bumping into each other's features, or just because they enjoy it.
  • Tend toward spaghetti code. With everyone touching many parts of the code, there is some duplication. Coding standards, a strong refactoring policy and static code analysis can help keep this under control.
  • Have less idea of the current status. Because each team member is off doing, they don't always know the overall status of a project. This is what the daily standup and burndown charts are supposed to help, and can if they're done carefully.
Dependent Teams
  • Have a command and control culture. These are the teams that say, "we'd be dead without so-and-so" or "Blah tells me what to do." They look to the leader (or leaders) and do what that person says, frequently waiting for his opinion.
  • Can quickly replace non-leaders but have a huge dependence on leaders. When a leader is missing - vacation, meeting, or leaves the company - then the team gets very little done, and uses the phrase, "I don't know. So-and-so would normally tell me, but he's not around."
  • Have a good sense of overall status. The leaders tend to know exactly where things stand. Individual team members often do not.
  • Do standup as an "update the manager" period. The leader usually leads standup, and members will speak directly to that person (watch the body language - they usually face the person). Standup often takes place in shorthand, and not all team members could describe each task being worked on.
  • Tend to work alone or with a leader. Because individual team members tend not to work on similar things or to know what everyone is doing, they'll often work alone or with a team leader.
  • Tend to wait. You'll hear phrases like, "well, I need a Git branch; has one been created yet?" Instead of attempting to solve the problem - for example, by looking for a branch and creating one - the team member will note the problem and wait for a leader to fix it or to direct the fix. 

Overall, I vastly prefer working with teams that encourage autonomy. There are moments of chaos, and times when you find yourself doing some rework, but overall the teams get a lot more done and they produce better engineers. I understand the appeal of dependent teams to those who want to be essential (they'd like to be the leaders) or to those who just want to do what they're told and go home, but it's not for me. Viva the autonomous team!

No comments:

Post a Comment