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Topics: Agile, Earned Value Management, Scrum
How to deal with performance dialogue with individuals for an Agile team, where all metrics are at project value and team level?
Network:17



How important it is to change the organizational mindset from individual contributor and individual appraisal to team performance and team appraisal.

Currently all metrics which can be traced for an Agile team is project and team level, we do not track anything at individual level. But while having performance dialogue we talk about individual performance which cause redundancy in the the discussion. We know that one member in the team is high-performer and another is not up to the mark, but still team has delivered great value and client is happy with the project delivery.

While performance dialogue stands its own importance and compensation cannot be appraised same for all as it was individual contribution and efforts to ensure team succeeds.

Can people here help me to direct and improve higher management mindset and think and evaluate team based evidence, helping individuals gain benefits from the performance improvement dialogue.
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Network:180



Just add one more level of metrics - for individuals
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1 reply by Murtaza Piyersoap
Feb 21, 2018 7:50 AM
Murtaza Piyersoap
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What will be those metrics and do you think applying individual level metric will keep team performing with respect and trust??
Network:17



Feb 21, 2018 7:10 AM
Replying to Elena Kovalova
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Just add one more level of metrics - for individuals
What will be those metrics and do you think applying individual level metric will keep team performing with respect and trust??
...
1 reply by Elena Kovalova
Feb 21, 2018 9:54 AM
Elena Kovalova
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It is a matter of individual feedback and plans of growth for each team member. I include soft/hard skills in these metrics and we review the plans with team members in one-to-one meetings on recurrent basis to improve individuals dynamics.
Using team metrics, I works with team dynamics. It is just another level
Network:1011



Murtaza -

A high performing agile team will be self-governing when it comes to performance imbalances. The social pressure of the team combined with the healthy tension of short sprint lengths will ensure that a low performer can't hide in the woodwork.

This should also not prevent any individual team member or the agile lead from having coaching conversations with individuals if required.

Kiron
Network:180



Feb 21, 2018 7:50 AM
Replying to Murtaza Piyersoap
...
What will be those metrics and do you think applying individual level metric will keep team performing with respect and trust??
It is a matter of individual feedback and plans of growth for each team member. I include soft/hard skills in these metrics and we review the plans with team members in one-to-one meetings on recurrent basis to improve individuals dynamics.
Using team metrics, I works with team dynamics. It is just another level
Network:764



A performance dialogue should cover aspects more than the mere delivery of the project objectives.

It should look at how well a person teams, how well they communicate, what their potential is. And all of this should be part of an ongoing dialogue and should not be constricted to a "performance rating".

Receiving feedback on performance is also a continuous process. How do they measure up to those parameters during execution? Are any special mentions made during the retrospective meetings?

Lastly, I always round out my projects by (quite stringently) requesting peer review. This includes feedback on myself. It takes a little time for each team member to prepare - but it gives a good indication of which team members are seen to be contributing overall and which not. (Of course, as written above, this is only one factor in the overall performance review.)

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