SERVICE DELIVERY TEAM DEVELOPMENT PLAN

SERVICE DELIVERY TEAM DEVELOPMENT PLAN


PURPOSE

The purpose of this is to provide a framework which details the people, process and technology plans for the service delivery team.

APPROACH

This plan will cover the following

Strategy: this is your organization's plan for building and maintaining a competitive advantage over its competitors.
Structure: this how your company is organized (that is, how departments and teams are structured, including who reports to whom).
Systems: the daily activities and procedures that staff use to get the job done.
Shared values: these are the core values of the organization, as shown in its corporate culture and general work ethic. They were called superordinate goals when the model was first developed.
Style: the style of leadership adopted.
Staff: the employees and their general capabilities.
Skills: the actual skills and competencies of the organization's employees.

HOW WE WILL DELIVER CHANGE FOR EACH KEY SERVICE

SERVICE DESK BREAK-FIX PLAN 2020 2023

What is this: Repairing, upgrading, patching broken hardware, software. Example: repair of faulting mouse, keyboard, till, scanner. Aim: This should be nil (no problems because training already done and departmental super-user will resolve most problems) but where there are problems they should be resolved quickly

Key Issues and Summary need for change

We need to be able to.
Currently we do not have.
A critical requirement is

Headline goals

Timeframe	People Ambition	Processes Ambition	Technology Ambition	Reporting and KPIs Available
Example	Trained …. Qualified….	Will be able to.. Have processes for…	An updated…. Replaced ….. Patched….	Weekly reporting on… Monthly reporting on… Quarterly reporting on…
Current
In 6 months
In 12 months
In 24 months
In 36 months

People summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
Training
Qualification
Accreditations
Capacity
Add
Add

Service / Process summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
ITIL Standard
C2M2 Standard
Add

Technology summary of activities / goals

System / Solution / Service	In 6 months	In 12 months	In 24 Months	In 36 Months
Telephone
CRM
Add
Add

SERVICE DESK SUPPORT PLAN 2020 - 202x

What is this: Providing advice, guidance, support on products or services which are not actually broken. Example: What to buy, how to install, where to find. Aim: This should be nil (no guidance needed because training already done and departmental super-user will resolve most problems) but where there are problems they should be resolved quickly

Key Issues and Summary need for change

We need to be able to.
Currently we do not have.
A critical requirement is

Headline goals

Timeframe	People Ambition	Processes Ambition	Technology Ambition	Reporting and KPIs Available
Example	Trained …. Qualified….	Will be able to.. Have processes for…	An updated…. Replaced ….. Patched….	Weekly reporting on… Monthly reporting on… Quarterly reporting on…
Current
In 6 months
In 12 months
In 24 months
In 36 months

People summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
Training
Qualification
Accreditations
Capacity
Add
Add

Service / Process summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
ITIL Standard
C2M2 Standard
Add

Technology summary of activities / goals

System / Solution / Service	In 6 months	In 12 months	In 24 Months	In 36 Months
Telephone
CRM
Add
Add

SERVICE DESK TRAINING PLAN 2020 - 202x

What is this: Providing ad-hoc training. Example: How to use an application (Excel, Open Accounts) or tool (scanner, printer).Aim: This should be nil (no training needed because training dept or departmental super-user will handle this) but where there are problems they should be resolved quickly

Key Issues and Summary need for change

We need to be able to.
Currently we do not have.
A critical requirement is

Headline goals

Timeframe	People Ambition	Processes Ambition	Technology Ambition	Reporting and KPIs Available
Example	Trained …. Qualified….	Will be able to.. Have processes for…	An updated…. Replaced ….. Patched….	Weekly reporting on… Monthly reporting on… Quarterly reporting on…
Current
In 6 months
In 12 months
In 24 months
In 36 months

People summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
Training
Qualification
Accreditations
Capacity
Add
Add

Service / Process summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
ITIL Standard
C2M2 Standard
Add

Technology summary of activities / goals

System / Solution / Service	In 6 months	In 12 months	In 24 Months	In 36 Months
Telephone
CRM
Add
Add

STRATEGY, CHANGE, PROJECT AND BUSINESS PLANNING SUPPORT PLAN 2020 - 202x

What is this: Providing input into Strategy, Change, Project And Business Planning Support. This may be at the pre-project stage (Strategy Business Planning) or project stage (discussion, design, development, delivery, deployment etc.) Aim: This should be reported through the Project Manager / Sponsor to the PMO. Nonetheless the IT Team will keep a record of the people and hours committed to this work.

Key Issues and Summary need for change

We need to be able to.
Currently we do not have.
A critical requirement is

Headline goals

Timeframe	People Ambition	Processes Ambition	Technology Ambition	Reporting and KPIs Available
Example	Trained …. Qualified….	Will be able to.. Have processes for…	An updated…. Replaced ….. Patched….	Weekly reporting on… Monthly reporting on… Quarterly reporting on…
Current
In 6 months
In 12 months
In 24 months
In 36 months

People summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
Training
Qualification
Accreditations
Capacity
Add
Add

Service / Process summary of activities / goals

Theme	In 6 months	In 12 months	In 24 Months	In 36 Months
ITIL Standard
C2M2 Standard
Add

Technology summary of activities / goals

System / Solution / Service	In 6 months	In 12 months	In 24 Months	In 36 Months
Telephone
CRM
Add
Add

ORGANISATION STRUCTURE / ROLES

Role	Who	Current Skills/ Qualification	Development Plan
HEAD OF ABC
= JUNIOR ABC
= APPENTICE ABC
HEAD OF DEF
= JUNIOR DEF
= APPENTICE DEF

SYSTEM STRUCTURE

Function	Current System	Issues/ Factors (Life, Cost, Age, Reliability)	Development Plan
FINANCE SYSTEM
HR SYSTEM
CRM SYSTEM

SERVICE

Function	Current Status	Issues/ Factors (Life, Cost, Age, Reliability)	Development Plan
SERVICE DESK BREAK-FIX PLAN 2020 – 202x What is this: Repairing, upgrading, patching broken hardware, software. Example: repair of faulting mouse, keyboard, till, scanner.
SERVICE DESK SUPPORT PLAN 2020 - 202x What is this: Providing advice, guidance, support on products or services which are not actually broken. Example: What to buy, how to install, where to find.
SERVICE DESK TRAINING PLAN 2020 - 202x What is this: Providing ad-hoc training. Example: How to use an application (Excel, Open Accounts) or tool (scanner, printer).Aim
STRATEGY, CHANGE, PROJECT AND BUSINESS PLANNING SUPPORT PLAN 2020 - 202x What is this: Providing input into Strategy, Change, Project And Business Planning Support.

IT KPI AND REPORTNIG FREQUENCY

IT KPI AND REPORTNIG FREQUENCY

REPORT AUDIENCES WHO IS THE CUSTOMER AND WHAT DO THEY WANT

FOR BUSINESS OWNERS a report of service and support SLA and KPI per function / business unit. This is about serving the business and should be quarterly or possibly each period-end in parallel with other operational reporting.

FOR RISK, OPERATIONS AND TECHNOLOGY Leadership a report of operational, maintenance SLA and KPI inside IT Team. This is about keeping the lights on and should be quarterly or possibly each period-end in parallel with other operational reporting.

FOR SENIOR MANAGEMENT TEAM AND THE BOARD a report to SENIOR MANAGEMENT TEAM of how IT are sending & prioritising time/effort against operational and strategic goals. This is about delivering the strategic goals and should be half-yearly in parallel with business planning cycle.

WHAT THE IT TEAM DOES WHAT WE COULD REPORT ON

SERVICE DESK BREAK-FIX - What is this: Repairing, upgrading, patching broken hardware, software. Example: repair of faulting mouse, keyboard, till, scanner.

SERVICE DESK SUPPORT - What is this: Providing advice, guidance, support on products or services which are not actually broken. Example: What to buy, how to install, where to find.

SERVICE DESK TRAINING - What is this: Providing ad-hoc training. Example: How to use an application (Excel, Open Accounts) or tool (scanner, printer)

STRATEGY, CHANGE, PROJECT AND BUSINESS PLANNING SUPPORT - What is this: Providing input into Strategy, Change, Project And Business Planning Support. This may be at the pre-project stage (Strategy Business Planning) or project stage (discussion, design, development, delivery, deployment etc.)

REPORT FREQUENCY WHAT DO WE REPORT AND HOW OFTEN

WHO IS THE CUSTOMER AND WHAT DO THEY WANT	WEEKLY	PER PERIOD	HALF-YEARLY	ANNUALLY
For Business Owners This is about serving the business		YES	YES	YES
For Risk, Operations and Technology Leadership This is about keeping the lights on	YES	YES	YES	YES
For SENIOR MANAGEMENT TEAM and the Board This is about delivering the strategic goals			YES	YES

Legend
means we have the systems and data to report this now
# means we have the systems and data to report this soon
means we could put the processes and systems in place to do this if requested

WEEKLY

The following reports broken down by Business Unit (Food, Pharmacy, Funeral etc.) or Functions (HR, Finance, Marketing) so we understand the spread.

This is a draft framework and considerable update is required for the contents.

Total number of incidents
Incidents closed
Incidents still open
Incidents closed at level 1 (First point of contact)
Incidents closed within an hour
Incident closed level 2
How many Critical Incidents
How many High priority incidents (Find ITIL terminology)
How many Medium incidents (Find ITIL terminology)
Cycle Time: Customer Support Ticket Resolution
Incidents raised per business unit (Top 5 logging locations)
Calls logged throughout the day, volume per hour
Response time

PER PERIOD

This is a draft framework and considerable update is required for the contents.

Volume of Break-Fix Calls broken down by functional and business units #
Hours Spent on Break-Fix Calls broken down by functional and business units #
Volume of Support/Training Calls broken down by functional and business units #
Hours Spent on Support/Training Calls broken down by functional and business units #
Hours spend on Priority1 and what % within SLA #
Hours spend on Priority 2 and what % within SLA #
Hours spend on Priority 3 and what % within SLA #
Hours spend on Priority 4 and what % within SLA #

HALF-YEARLY
This is a draft framework and considerable update is required for the contents.

Number of hours per person spent on project work. Eg by Nigel, Aldis, Byron. To be broken down by project This is exactly what an external provider would provide in a timesheet or invoice for work done and the report should be in a similar format.

ANNUALLY

Dashboard of Projects

Project Name	Aim	Planned Budget	Actual Cost	Planned Completion	Actual Completion	Est 3yr Benefits
Project 001	Short description	50000	35000	01/07/2020	26/06/2020	150000
Project 002	Short description	50000	35000	31/07/2020	26/07/2020	150000
Project 003	Short description	50000	35000	30/08/2020	25/08/2020	150000
Project 004	Short description	50000	35000	29/09/2020	24/09/2020	150000
Project 005	Short description	50000	35000	29/10/2020	24/10/2020	150000
Project 006	Short description	50000	35000	28/11/2020	23/11/2020	150000

SUGGESTED SUPPORT LEVEL1234 DEFINITIONS

SUGGESTED SUPPORT LEVEL1234 DEFINITIONS

Tier-0 IT Support level, also called as Level-0 IT support, is usually the automated machine interactive support level. There is little or no scope for immediate human interaction when receiving support.

Tier-1 support or Level 1 support represents a very basic level of support service, usually provided by IT personnel having the lowest level of skills and access levels.

Tier-2 support level is for providing in-depth troubleshooting, technical analysis, and support from the backend.

Tier-3 Is a level consisting of SMEs (Subject Matter Expert) on the product or service your organization is providing support to. The Tier-3 technicians attempt to reproduce problems in the lab environment and tried to find the root cause, using product code, designs, or specifications. Once the root cause is identified, the fixes to the issues are documented and communicated to Tier-1 and Tier-2 technicians as a future reference.

Tier-4 support usually refers to outside support teams who provide support to the services that are not directly supported by the organization.

Many companies tailor this hierarchy and combine support tiers (levels) according to their resource capacity, financial capability, and philosophies. In some organizations, Tier-1 and Tier-2 functional groups are handled by the same technicians while other organizations may prefer to combine Tier-2 and Tier-3 functions in the same groups.

The ultimate goal is to automate as many support functions as possible in Tier-0 where end users can quickly and easily find solutions without IT personnel's help. This saves the higher skilled resources for creating new solutions, troubleshooting difficult problems, and also reduces the operational cost.

IT Support Level	Function	Support methodology	Staffing needs
Tier 0	Self-help and user-retrieved information	Users retrieve support information from web and mobile pages or apps, including FAQs, detailed product and technical information, blog posts, manuals, and search functions. Users also use apps to access service catalogs where they can request and receive services without involving the IT staff. Email, web forms, and social contact methods such as Twitter, LinkedIn, etc., are used to send questions and requests to upper support tiers or company personnel. Customer forums allow users to crowdsource solutions, usually without input from company personnel.	Tier 0 requires technical and marketing resources to create, maintain, and update product information. A development team handles web site and app creation. Moderators are used to monitor customer forums. Tier 1 personnel respond to requests received through email, web sites, or social media.
Tier 1	Basic help desk resolution and service desk delivery	Support for basic customer issues such as solving usage problems and fulfilling service desk requests that need IT involvement. If no solution is available, tier 1 personnel escalate incidents to a higher tier.	Lower-level technical personnel, trained to solve known problems and to fulfill service requests by following scripts.
Tier 2	In-depth technical support	Experienced and knowledgeable technicians assess issues and provide solutions for problems that cannot be handled by tier 1. If no solution is available, tier 2 support escalates the incident to tier 3.	Support personnel with deep knowledge of the product or service, but not necessarily the engineers or programmers who designed and created the product.
Tier 3	Expert product and service support	Access to the highest technical resources available for problem resolution or new feature creation. Tier 3 technicians attempt to duplicate problems and define root causes, using product designs, code, or specifications. Once a cause is identified, the company decides whether to create a new fix, depending on the cause of the problem. New fixes are documented for use by Tier 1 and Tier 2 personnel.	Tier 3 specialists are generally the most highly skilled product specialists, and may include the creators, chief architects, or engineers who created the product or service.
Tier 4	Outside support for problems not supported by the organization	Contracted support for items provided by but not directly serviced by the organization, including printer support, vendor software support, machine maintenance, depot support, and other outsourced services. Problems or requests are forwarded to tier 4 support and monitored by the organization for implementation.	Preferred vendors and business partners providing support and services for items provided by your company.

Source:
https://www.bmc.com/blogs/support-levels-level-1-level-2-level-3/
https://www.certguidance.com/explaining-support-levels-itil-itsm/

SUGGESTED MEANING AND RESPONSE TIMES FOR PRIORITY

SUGGESTED MEANING AND RESPONSE TIMES FOR PRIORITY 1,2,3,4

Priority Code	Description	Target Response Time	Target Resolution Time
1	Critical	Immediate	1 Hour
2	High	10 Minutes	4 Hours
3	Medium	1 Hour	8 Hours
4	Low	4 Hours	24 Hours
5	Very low	1 Day	1 Week

PRIORITY 1,2,3,4 DEFNITIONS

Suggest we customise these to suit CICS and add examples for Food, Pharmacy, Funeral, Travel and Functional Departments

CATEGORY	DESCRIPTION	EXAMPLE
P1 HIGH IMPACT HIGH URGENCY	A large number of staff are affected and/or not able to do their job. A large number of customers are affected and/or acutely disadvantaged in some way. The financial impact of the Incident is (for example) likely to exceed 10,000. The damage to the reputation of the business is likely to be high. Someone has been injured. The damage caused by the Incident increases rapidly. Work that cannot be completed by staff is highly time sensitive. A minor Incident can be prevented from becoming a major Incident by acting immediately. Several users with VIP status are affected.
P2 MEDIUM IMPACT HIGH URGENCY	A moderate number of staff are affected and/or not able to do their job properly. A moderate number of customers are affected and/or inconvenienced in some way. The financial impact of the Incident is (for example) likely to exceed 1,000 but will not be more than 10,000. The damage to the reputation of the business is likely to be moderate. IMPACT The damage caused by the Incident increases considerably over time. A single user with VIP status is affected.
P3 MEDIUM IMPACT LOW URGENCY	A moderate number of staff are affected and/or not able to do their job properly. A moderate number of customers are affected and/or inconvenienced in some way. The financial impact of the Incident is (for example) likely to exceed 1,000 but will not be more than 10,000. The damage to the reputation of the business is likely to be moderate. IMPACT The damage caused by the Incident only marginally increases over time. Work that cannot be completed by staff is not time sensitive.
P4 LOW IMPACT HIGH URGENCY	A minimal number of staff are affected and/or able to deliver an acceptable service but this requires extra effort. A minimal number of customers are affected and/or inconvenienced but not in a significant way. The financial impact of the Incident is (for example) likely to be less than 1,000. The damage to the reputation of the business is likely to be minimal. IMPACT The damage caused by the Incident increases considerably over time. A single user with VIP status is affected.
P5 LOW IMPACT LOW URGENCY	A minimal number of staff are affected and/or able to deliver an acceptable service but this requires extra effort. A minimal number of customers are affected and/or inconvenienced but not in a significant way. The financial impact of the Incident is (for example) likely to be less than 1,000. The damage to the reputation of the business is likely to be minimal. IMPACT The damage caused by the Incident only marginally increases over time. Work that cannot be completed by staff is not time sensitive.

Source
https://wiki.en.it-processmaps.com/index.php/Checklist_Incident_Priority

DESIGNING A TEAM STRATEGY FOR THE CUSTOMER

BUSINESS UNIT SERVICE STRATEGY

The purpose of this note is to help communication, co-ordination and collaboration. This is a very early template for meeting with the Business Units to identify their business requirements and the balance of roles and responsibilities between the business unit, the IT Team and the software or service vendor. Example: For the XYZ Business it means what will the XYZ Colleagues do, what will the IT Team do and what will be done by software or service vendor.

BUSINESS UNIT NAME	XYZ Dept
BUSINESS UNIT OWNER	Fred Bloggs
DATE

KEY PRODUCTS AND SERVICES
What are the key products and services for the business unit? We need to know what is important or critical.

SERVICE	HOURS OF OPERATION	VALUE OF BUSINESS	KEY STAKEHOLDERS
Professional Services	9-5, Mon Fri	100k	John Smith, Jane Smith

KEY PERFORMANCE INDICATORS
What are the key KPIs for the business unit. This is part of customer service expectation?

KPI	EXPLANATION	CALCULATION
UPTIME	When the systems are available for use.	of time in a 40 hour week the system is available

KEY SYSTEMS
What are the key systems/services for the business unit, noting in particular those which are most critical?

NAME	PURPOSE	SUPPLIER	USER EXPERT	IT EXPERT	SUPPLIER SUPPORT
ABC System	Does all the billing and invoices	ABC Ltd	John Smith	Jane Smith	HelpDesk Tel 6875758

KEY SUPPORT REQUIREMENTS
What is the process, role and control?

TASK	WHO / DEPUTY	WHEN/ FREQUENCY	CAPACITY/ CAPABAILITY
Backups	John Smith, Jane Smith	Daily	Highly capable and competent
Patching and Updates	John Smith, Jane Smith	Monthly	Highly capable and competent

SUPPORT LEVELS AND RESOURCE

LEVEL	EXAMPLE	KEY CONTACT	LOCATION OF KNOWLEDGE BASE
Level 1
Level 2
Level 3
Level 4

ESCALATION AND SERVICE LEVEL
What is the process, role and control?

LEVEL	EXAMPLE	ACTION AND RESPONSE TIME
P1
P2
P3
P4

SERVICE CONTRACTS
What is the process, role and control?

WHICH FIRM	WHAT FOR	PERIOD AND VALUE	CONTACT DETAILS

DR AND BCP
What is the process, role and control?

CRITICAL SERVICE	BACKUP-PLAN	OWNER AND DOCUMENTATION	LAST TESTED / REVIEWED DATE

REQUESTS PROCESS (NON-SUPPORT)

Summary of requests process eg to add, amend delete products or services which are not support of something that is broken.

KEY PROJECTS / INITIATIVES / TECHNOLOGY CHANGES IN NEXT 3-5 YEARS

PROJECT NAME	PURPOSE (AIM/OBJECTIVE)	IMPLICATIONS (EFFORT, REWARD)	SCALE (TIME, COST, RESOURCES)

Last Review Date

Next Review Date

Signed by Business Owner

Signed by IT Team

TEAM FACILITATION AND LEADERSHIP

COACHING GREATER EXPECTATIONS AND HIGHER PERFORMANCE

A coach, manager or leaders expectations can affect the performance of their teams.

The first psychologist to systematically study this was a Harvard professor named Robert Rosenthal, who in 1964 did a wonderful experiment at an elementary school south of San Francisco.

The idea was to figure out what would happen if teachers were told that certain kids in their class were destined to succeed, so Rosenthal took a normal IQ test and dressed it up as a different test.

It was a standardized IQ test, Flanagan's Test of General Ability, he says. But the cover we put on it, we had printed on every test booklet, said 'Harvard Test of Inflected Acquisition.'

Rosenthal told the teachers that this very special test from Harvard had the very special ability to predict which kids were about to be very special that is, which kids were about to experience a dramatic growth in their IQ.

After the kids took the test, he then chose from every class several children totally at random. There was nothing at all to distinguish these kids from the other kids, but he told their teachers that the test predicted the kids were on the verge of an intense intellectual bloom.

As he followed the children over the next two years, Rosenthal discovered that the teachers' expectations of these kids really did affect the students. If teachers had been led to expect greater gains in IQ, then increasingly, those kids gained more IQ, he says.

But just how do expectations influence IQ?

As Rosenthal did more research, he found that expectations affect teachers' moment-to-moment interactions with the children they teach in a thousand almost invisible ways. Teachers give the students that they expect to succeed more time to answer questions, more specific feedback, and more approval: They consistently touch, nod and smile at those kids more.

It's not magic, it's not mental telepathy, Rosenthal says. It's very likely these thousands of different ways of treating people in small ways every day.

APPLYING SCHOOL PSYCHOLOGY TO THE WORPLACE

People respond to praise or criticism whatever their age and a shift from command and control telling (which is often met with defence or resistance) toward a more coaching and collaborative style (which encourages the team-member to come up with ideas and take responsibility for the problem) can and does work in the workplace.

It can be very hard to control your own thinking, values, beliefs and assumptions and the inevitable impact that they have on other people. This is why coaches, leaders and managers need coaching. Even psychotherapists need psychotherapy before they can practice so as to be able to manage their own thinking and remain objective when working with clients.

If you want to more towards a coaching approach a good first step would be to find a coach, mentor or buddy who can give you honest feedback. If you are able to record or video meetings and reflect on the play-back that can be really helpful. Ideally if you have an open dialogue with the team you can use 360 feedback to help everyone improve.

One of the significant elements of scrum is the use of self-coordinated teams and the emphasis on retrospective meetings at the end of each delivery phase to both look at improvements in product or service delivery, but more importantly about how the team worked and what processes or behaviours will improve team working in the future.

The great strength of this approach is that the proposed processes or behaviours can be employed in the next (2 weekly?) delivery phase allowing for rapid feedback, review and improvement providing constant learning and growth.

7 WAYS COACHES AND LEADERS CAN CHANGE EXPECTATIONS

Watch how each team member interacts. How do they prefer to engage? What do they seem to like to do? Observe so you can understand all they are capable of.

Listen. Try to understand what motivates them, what their goals are and how they view you, their classmates and the activities you assign them.

Engage. Talk with team members about their individual interests. Don't offer advice or opinions just listen.

Experiment: Change how you react to challenging behaviours. Rather than responding quickly in the moment, take a breath. Realize that their behaviour might just be a way of reaching out to you.

Reach out: Know what your team members like to do outside of work. Find both individual and group time for them to share this with you. Watch and listen to how skilled, motivated and interested they can be. This type of activity is really important for team members with whom you often feel in conflict or who you avoid.

Reflect: Think back on your own best and worst coaches, bosses or supervisors. List five words for each that describe how you felt in your interactions with them. How did the best and the worst make you feel? What specifically did they do or say that made you feel that way? Now think about how your team members would describe you. Jot down how they might describe you and why. How do your expectations or beliefs shape how they look at you? Are there parallels in your beliefs and their responses to you?

TEAMS AND CUSTOMERS

PROCESS AND FLOW

MEASURES FOR TEAMS CSF AND KPI

STRUCTURES FOR TEAMS 7S

METHODS FOR TEAM DELIVERY WATERFALL V AGILE

PROJECT TYPES

Waterfall Vs. Agile: Must Know Differences

What is Waterfall methodology?

Waterfall Model methodology which is also known as Liner Sequential Life Cycle Model. Waterfall Model followed in the sequential order, and so project development team only moves to next phase of development or testing if the previous step completed successfully.

What is the Agile methodology?

Agile methodology is a practice that helps continuous iteration of development and testing in the software development process. In this model, development and testing activities are concurrent, unlike the Waterfall model. This process allows more communication between customers, developers, managers, and testers.

Advantages of Waterfall Model:

It is one the easiest model to manage. Because of its nature, each phase has specific deliverables and a review process.
It works well for smaller size projects where requirements are easily understandable.
Faster delivery of the project
Process and results are well documented.
Easily adaptable method for shifting teams
This project management methodology is beneficial to manage dependencies.

Advantages of the Agile Model:

It is focused client process. So, it makes sure that the client is continuously involved during every stage.
Agile teams are extremely motivated and self-organized so it likely to provide a better result from the development projects.
Agile software development method assures that quality of the development is maintained
The process is completely based on the incremental progress. Therefore, the client and team know exactly what is complete and what is not. This reduces risk in the development process.

Limitations of Waterfall Model:

It is not an ideal model for a large size project
If the requirement is not clear at the beginning, it is a less effective method.
Very difficult to move back to makes changes in the previous phases.
The testing process starts once development is over. Hence, it has high chances of bugs to be found later in development where they are expensive to fix.

Limitations of Agile Model

It is not useful method for small development projects.
It requires an expert to take important decisions in the meeting.
Cost of implementing an agile method is little more compared to other development methodologies.
The project can easily go off track if the project manager is not clear what outcome he/she wants.

KEY DIFFERENCE

Waterfall is a Liner Sequential Life Cycle Model whereas Agile is a continuous iteration of development and testing in the software development process.
Agile methodology is known for its flexibility whereas Waterfall is a structured software development methodology.
Agile follows an incremental approach whereas the Waterfall methodology is a sequential design process.
Agile performs testing concurrently with software development whereas in Waterfall methodology testing comes after the “Build” phase.
Agile allows changes in project development requirement whereas Waterfall has no scope of changing the requirements once the project development starts.

What Is Agile Methodology?

Agile methodology is a practice that helps continuous iteration of development and testing in the SDLC process. Agile breaks the product into smaller builds.

In this methodology, development and testing activities are concurrent, unlike other software development methodologies. It also encourages teamwork and face-to-face communication. Business, stakeholders, and developers and clients must work together to develop a product.

What Is Scrum?

Scrum is an agile process that allows us to focus on delivering the business value in the shortest time. It rapidly and repeatedly inspects actual working software. It emphasizes accountability, teamwork, and iterative progress toward a well-defined goal.

The Scrum Framework usually deals with the fact that the requirements are likely to change or most of the time not known at the start of the project.

TEAM COMMUNICATIONS

HELPING TEAMS G.R.O.W. WITH S.M.A.R.T OBJECTIVES

DEFINING THE OUTCOME

With good questions you should be able to achieve a much clearer understanding of the objective, steps and intended outcome.

There are lots of models to help us define outcomes.

DEFINING SMART OBJECTIVES

S specific
Be specific! Theres no use in setting a generic goal because it wont suit you personally, however if you adapt the goal to apply to what you need, then it will be much more valuable to you. Of course you want to prosper in your field of work, but isnt everyone in the office thinking the same?

M measureable
Is it quantifiable? For instance going back to the example objective of selling more, you can measure this by the amount of units sold. Being a measurable goal allows you to identify when exactly it has been reached, i.e. what you desire as the end result.

A achievable
The point of a target is to challenge and motivate yourself to complete a piece of work, if you was to set your target too high it can cause stress and so decreasing the chance of your target actually being within reach. Likewise if a target was too easy will inhibit you from pushing yourself and doing more. Setting yourself a reasonable target is crucial!

R realistic
Im going to own a multimillion pound enterprise by the end of the month Might be a tad too ambitious, dont get me wrong ambition is a leading trait, but maybe start off with something more realistic, remember all successful business people dont just become successful overnight.

T time bound
Deadlines. Not something we like, but something most of us need. Especially if youre someone like me, who tends to procrastinate. For example, if youre sat at your desk knowing you have work to do, its easy to get lost in the world of the internet looking at cute animal photos or funny videos, but what if you were to say Right, by 2 oclock I want to have completed then youve just motivated yourself to complete a job by an allotted time.

GROWTH OBJECTIVES

There are four key steps in GROW coaching: G-oals, R-eality, O-ptions and W-ill. With a few powerful coaching questions, a leader or coach can quickly raise awareness and responsibility in each area:

G: goals and aspirations
R: current situation, internal and external obstacles
O: possibilities, strengths and resources
W: actions and accountability

The key is to set a Goal which is inspiring and challenging, not just SMART (specific, measurable and achievable in a realistic time frame). Then move flexibly through the other stages, including revisiting the goal if necessary. The final Will element is the barometer of success. It converts the initial desire and intention into successful action.

Exploring and defining the GOAL

What would you like to work on?
What would you like to have after answering this set of questions (eg, a first step/strategy/solution)?
What is your goal related to this issue?
When are you going to achieve it?
What are the benefits for you in achieving this goal?
Who else will benefit and in what way?
What will it be like if you achieve your goal?
What will you see/hear/feel?

Exploring and defining the REALITY

What action have you taken so far?
What is moving you toward your goal?
What is getting in the way?

Exploring and defining the OPTIONS

What different kind of options do you have to achieve your goal?
What else could you do?
What are the principal advantages and disadvantages of each option?

Exploring and defining the WILL

Which options will you choose to act on?
When are you going to start each action?
How committed are you, on a scale of 110, to taking each of these actions?
If it is not a 10, what would make it a 10?
What will you commit to doing? (Note: It is also an option to do nothing and review at a later date.)

The GROW approach promotes confidence and self-motivation, leading to increased productivity and personal satisfaction.

CHOOSE POSITIVE FUTURE FOCUSSED GOALS

Towards is defined as a focus on achieving goals, while its opposite Away From is defined as a focus on avoiding problems. It is important to know how people are motivated.

Moving away from people want to avoid a certain situation. They dont want to experience loss or discomfort and want to move away from something. They are moving away from pain, motivated by avoiding pain. Moving away from people will focus on telling you what they dont want.

Moving towards people always strive to achieve an outcome they want to move towards something. They focus on what they will get when the outcome is achieved. They are moving towards pleasure, motivated by gaining pleasure. Moving towards people will focus on telling you what they do want.

Pay close attention to the language you are hearing. Generally, for affirmations and future goals the Moving towards is possibly the best way to think about future outcomes.

UNDERSTANDING THE IMPLICATIONS AND OBLIGATIONS

Both SMART and GROW models include within them an indication of the effort involved. It is important to be clear about the impact on you and others with your goals.

Ecology is important in considering outcomes in order to ensure that the impact of achieving the outcome is positive for the individual and that achieving it is congruent with the overall goals and desired code of conduct of the individual. Also that the impact on others is positive for them.

Doing an ecology check is checking the consequences of your future actions and plans.

In order to do a full ecology check:

Think as if you are in the future
What are the wider consequences of my action?
What will I lose if I make this change?
What extra will I have to do?
Is it worth it?
What will I gain if I make this change?
What is the price of making this change and am I willing to pay it?
What are the good aspects of the present state?
How can I keep those good aspects while making the change that I want?
How will my change affect others?
Does it go against any of their values?
Does this matter?
How will they react?

WHAT DOES SUCCESS LOOK, SMELL, FEEL, TASTE, SOUND LIKE

The above (Think as if you are in the future ) focussed questions are useful for us to fully appreciate and anticipate and plan for success. Knowing what does success Look, Smell, Feel, Taste, Sound like helps us look for it, spot it, recognise it, and celebrate it.

HAVING A STRATEGY

With the SMART and/or GROW methods you have a clear understanding of the outcome. With that clarity the daily, weekly, monthly habits and milestones become easy to articulate.Here are the three methods to chunk down goals into steps

Chunk Down Goals by Time
Chunk Down Goals by Quantity
Chunk Down Goals by Actionable Steps

Chunk Down Goals by Time

Many other goals can be chunked down by time, including the following:Manage stress by meditating for 15 minutes a day Master the piano by practicing for 40 minutes a day Get organized by decluttering for 10 minutes a day.

Chunk Down Goals by Quantity

A second method you can use to chunk down goals is by quantity for example reading 50 pagers per day. Writing is something else that can easily be chunked down by setting a quota. Other examples of chunking down a goal by quantity include the following: Learn to draw by doing one drawing a day for a year Learn French by learning 10 words in French a day for 100 days Improve your tennis game by hitting 300 balls every day.

Chunk Down Goals by Actionable Steps

When youre not sure how to achieve a goal, the way to chunk it down is by creating a list of actionable steps. For example, to decorate your home there may be an obvious sequence of things to do starting with building and structural work, electrical and plumbing, paint and decorate and finally furnish.

As noted at the start with good questions you should be able to achieve a much clearer understanding of the objective, steps and intended outcome.

TEAM ROLES AND PERSONALITIES

Understanding Belbin's Team Roles Model

Belbin identified nine team roles and he categorized those roles into three groups: Action Oriented, People Oriented, and Thought Oriented. Each team role is associated with typical behavioral and interpersonal strengths.

Belbin also defined characteristic weaknesses that tend to accompany each team role. He called the characteristic weaknesses of team roles the "allowable" weaknesses; as for any behavioral weakness, these are areas to be aware of and potentially improve.

The nine team roles are:

ACTION ORIENTED ROLES

SHAPER (SH)

Shapers are people who challenge the team to improve. They are dynamic and usually extroverted people who enjoy stimulating others, questioning norms, and finding the best approaches for solving problems. The Shaper is the one who shakes things up to make sure that all possibilities are considered and that the team does not become complacent.

Shapers often see obstacles as exciting challenges and they tend to have the courage to push on when others feel like quitting.

Their potential weaknesses may be that they're argumentative, and that they may offend people's feelings.

IMPLEMENTER (IMP)

Implementers are the people who get things done. They turn the team's ideas and concepts into practical actions and plans. They are typically conservative, disciplined people who work systematically and efficiently and are very well organized. These are the people who you can count on to get the job done.

On the downside, Implementers may be inflexible and can be somewhat resistant to change.

COMPLETER-FINISHER (CF)

Completer-Finishers are the people who see that projects are completed thoroughly. They ensure that there have been no errors or omissions and they pay attention to the smallest of details. They are very concerned with deadlines and will push the team to make sure the job is completed on time. They are described as perfectionists who are orderly, conscientious and anxious.

However, a Completer-Finisher may worry unnecessarily, and may find it hard to delegate.

PEOPLE ORIENTED ROLES

COORDINATOR (CO)

Coordinators are the ones who take on the traditional team-leader role and have also been referred to as the chairmen. They guide the team to what they perceive are the objectives. They are often excellent listeners and they are naturally able to recognize the value that each team member brings to the table. They are calm and good-natured, and delegate tasks very effectively.

Their potential weaknesses are that they may delegate away too much personal responsibility, and may tend to be manipulative.

TEAM WORKER (TW)

Team Workers are the people who provide support and make sure that people within the team are working together effectively. These people fill the role of negotiators within the team and they are flexible, diplomatic and perceptive. These tend to be popular people who are very capable in their own right, but who prioritize team cohesion and helping people get along.

Their weaknesses may be a tendency to be indecisive, and to maintain uncommitted positions during discussions and decision-making.

RESOURCE INVESTIGATOR (RI)

Resource Investigators are innovative and curious. They explore available options, develop contacts, and negotiate for resources on behalf of the team. They are enthusiastic team members, who identify and work with external stakeholders to help the team accomplish its objective. They are outgoing and are often extroverted, meaning that others are often receptive to them and their ideas.

On the downside, they may lose enthusiasm quickly, and are often overly optimistic.

THOUGHT ORIENTED ROLES

PLANT (PL)

The Plant is the creative innovator who comes up with new ideas and approaches. They thrive on praise but criticism is especially hard for them to deal with. Plants are often introverted and prefer to work apart from the team. Because their ideas are so novel, they can be impractical at times. They may also be poor communicators and can tend to ignore given parameters and constraints.

MONITOR-EVALUATOR (ME)

Monitor-Evaluators are best at analyzing and evaluating ideas that other people (often Plants) come up with. These people are shrewd and objective, and they carefully weigh the pros and cons of all the options before coming to a decision.

Monitor-Evaluators are critical thinkers and very strategic in their approach. They are often perceived as detached or unemotional. Sometimes they are poor motivators who react to events rather than instigating them

SPECIALIST (SP)

Specialists are people who have specialized knowledge that is needed to get the job done. They pride themselves on their skills and abilities, and they work to maintain their professional status. Their job within the team is to be an expert in the area, and they commit themselves fully to their field of expertise.

This may limit their contribution, and lead to a preoccupation with technicalities at the expense of the bigger picture.