OpenUP/OpenUP_baseline_EN/exported_HTML/openup_basic/guidances/concepts/core_principle_collaborate.html - epf/org.eclipse.epf.nl-libraries - Git at Google

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 <!-- START:presentationName,_KkTIsMp7EdqC_NfSivunjA CRC: 958450417 -->Collaborate to align interests and share understanding<!-- END:presentationName,_KkTIsMp7EdqC_NfSivunjA -->
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 <!-- START:briefDescription,_KkTIsMp7EdqC_NfSivunjA CRC: 2421836772 -->Develop collaborative practices that foster a healthy team environment. Good collaborative practices align the interests of project participants and help them develop a shared understanding of the project.<!-- END:briefDescription,_KkTIsMp7EdqC_NfSivunjA -->
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 Attribute: mainDescription<br/><br/>
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 <!-- START:mainDescription,-IXfkG-XfnoEo0xgux482Kw CRC: 1884659856 --><h3>
     Introduction
 </h3>
 <p>
     Software is created by people with different interests and skills who must work together to create software
     effectively.
 </p>
 <p>
     Therefore, develop practices that foster a healthy team environment. A healthy team environment enables effective
     collaboration, which aligns the interests of project participants (development team, quality assurance, product
     stakeholders, customers) and helps project participants develop a shared understanding of the project.
 </p>
 <h3 style="MARGIN: 12pt 0in 3pt">
     Practices
 </h3>
 <p style="MARGIN: 12pt 0in 3pt">
     The next sections describe the practices associated with this principle.
 </p>
 <h4 style="MARGIN: 12pt 0in 3pt">
     Maintain a common understanding
 </h4>
 <p>
     Project participants require a common understanding of a project to cooperate effectively. Otherwise, disorder sets in,
     because the team members cannot align their understanding and interests and will work with different purposes.
 </p>
 <p>
     Be proactive communicating and sharing information with project participants and do not assume that everyone will just
     find what they need to know or that each person has the same understanding of the project as everyone else. Use work
     products, such as the Vision, Work Items List, and Requirements to align the understanding between the stakeholders and
     developers. Use the architecture to focus and align the interests of the developers. At the end of each iteration, get
     agreement on whether the iteration goals have been reached, and, if not, what actions must be taken.
 </p>
 <h4 style="MARGIN: auto 0in">
     Foster a high-trust environment
 </h4>
 <p>
     People who do not feel safe will not communicate their ideas, take the initiative, or admit their ignorance. In these
     low-trust work environments, activities must be laboriously planned in detailed, carefully supervised, and extensively
     audited. A team working in a low-trust environment may not be able to keep up with rapid change.
 </p>
 <p>
     Therefore, take actions that foster a high-trust environment:
 </p>
 <ul>
     <li>
         <p>
             <strong>Manage by intent.</strong> Create an environment where teams manage themselves, and managers serve as
             mentors to teams to help them complete their objectives.
         </p>
     </li>
     <li>
         <p>
             <strong>Tear down the walls.</strong> Work to remove both the physical and mental barriers that inhibit
             development of a common understanding among project participants.
         </p>
     </li>
     <li>
         <p>
             <strong>Walk a mile (or 1.6 kilometers) in someone else's shoes.</strong> Respect and try to understand the
             perspectives of others before criticizing their ideas or responding to their criticism.
         </p>
     </li>
     <li>
         <p>
             <strong>Respond to conversations with relevance.</strong> People, especially technical workers, often respond
             with argument or disagreement, which leads to rivalry and the establishment of a pecking order in which only a
             few people contribute to the discussion. Develop and encourage behavior that values curiosity and relevance
             over argument and disagreement.
         </p>
     </li>
     <li>
         <p>
             <strong>Always look to yourself first for the source of communication problems.</strong> Understand that
             everyone has a perspective that is largely invisible to the individual (although it is often obvious to
             everyone else). Develop the habit of identifying the assumptions and prejudices within yourself that lead to
             argument or lack of communication. Learn to overcome these in the moment of the conversation. This takes
             practice. There are times when others may be intractable, but often the problem can be addressed by wrestling
             with your own perspective.
         </p>
     </li>
     <li>
         <p>
             <strong>Understand the constraints of the workplace culture.</strong> Some organizations operate in a way that
             allows people to admit mistakes, ask questions, and experiment. Some organizations limit these expressions, but
             they may change, with time and effort. Some organizations have no tolerance for error, and workers put
             themselves in danger by admitting mistakes or experimenting. Understand your environment and protect yourself
             accordingly. Understand that low-trust organizations have more problems in achieving their goals and provide a
             less satisfying environment.
         </p>
     </li>
 </ul>
 <h4 style="MARGIN: auto 0in">
     Share responsibility
 </h4>
 <p>
     There may be disadvantages for individuals when they work alone. Communication with the team can become sporadic, and
     then stop. People may get into trouble and not ask for help, or not realize that the team is in trouble and needs their
     help. Their understanding of the project may become misaligned with the rest of the team. In the worse situations,
     trust breaks down as individuals see the team working at different purposes to their interests.
 </p>
 <p>
     Therefore, while individuals have primary responsibility for their work products, responsibility for work products is
     shared. Nothing is someone else's responsibility. This may mean either taking up slack and working with someone who is
     lagging for some reason or asking for help. Experienced staff should be extra-vigilant and watch over less-experienced
     staff, encouraging them to ask for help if necessary.
 </p>
 <h4 style="MARGIN: auto 0in">
     Learn continuously
 </h4>
 <p>
     Not only is software development a fast-developing field where technical skills rapidly become obsolete, it is also an
     empirical process, where software is developed in a manner that sometimes resembles trial and error. Furthermore,
     software is developed by teams of people who must work together to achieve results.
 </p>
 <p>
     Therefore, continuously develop both your technical and interpersonal skills. Learn from the examples of your
     colleagues. Take the opportunity to be both a student of your colleagues, as well as a teacher to them. Always increase
     your personal ability to overcome your own antagonism toward other team members.
 </p>
 <h4 style="MARGIN: 12pt 0in 3pt">
     Organize around the architecture
 </h4>
 <br />
 <p class="MsoNormal" style="MARGIN: 0in 0in 0pt">
     As projects grow in size, communication between team members becomes increasingly complex.<span     style="mso-spacerun: yes">&nbsp;</span>While all team members understand the overall system, they can focus primarily
     on the one or more subsystems they are responsible for. Organizing around the architecture also helps with
     communication by providing the team with a common vocabulary and shared mental model of the system<strong>.</strong>
     Communication between team members becomes increasingly complex. Therefore, organize the team around the architecture
     and the vocabulary and shared mental model of the system. However, be watchful that individuals and teams organized
     this way do not form a so-called <em>silo mentality</em>, where they focus strictly on their subsystems and become
     ignorant of the other subsystems.
 </p>
 <p>
     An architecture that reflects the organization’s structure is not evidence that the team has successfully organized
     around the architecture. If organizations and teams are not organized around the architecture, then the architecture
     will naturally conform to the organization, as a result of political and cultural influences. In the end, the
     architecture and the organization will almost always be a reflection of each other. The goal is to guide team
     organization from the needs of the architecture as much as possible.
 </p><!-- END:mainDescription,-IXfkG-XfnoEo0xgux482Kw -->
 </body>
 </html>
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	<!DOCTYPE html PUBLIC "-//W3C/DTD XHTML 1.0 Strict//EN" "DTD/xhtml1-strict.dtd">
	<!-- VERSION rmc:7.1.0 -->
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	<head>
	<meta http-equiv="Content-Type" content="text/html; charset=UTF-8"/>
	<!-- START NON-TRANSLATABLE -->
	<title>\openup_basic\guidances\concepts\core_principle_collaborate.xmi</title>
	</head>
	<!-- WARNING: do not modify the generated comments in this file below this line. They are used as markers for the import process. -->
	<body>
	Element Name: core_principle_collaborate.xmi<br/><br/>
	<!-- END NON-TRANSLATABLE -->
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	<!-- START NON-TRANSLATABLE -->
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	<!-- END NON-TRANSLATABLE -->
	<!-- START:briefDescription,_KkTIsMp7EdqC_NfSivunjA CRC: 2421836772 -->Develop collaborative practices that foster a healthy team environment. Good collaborative practices align the interests of project participants and help them develop a shared understanding of the project.<!-- END:briefDescription,_KkTIsMp7EdqC_NfSivunjA -->
	<br/><br/><br/>
	<!-- START NON-TRANSLATABLE -->
	Attribute: mainDescription<br/><br/>
	<!-- END NON-TRANSLATABLE -->
	<!-- START:mainDescription,-IXfkG-XfnoEo0xgux482Kw CRC: 1884659856 --><h3>
	Introduction
	</h3>
	<p>
	Software is created by people with different interests and skills who must work together to create software
	effectively.
	</p>
	<p>
	Therefore, develop practices that foster a healthy team environment. A healthy team environment enables effective
	collaboration, which aligns the interests of project participants (development team, quality assurance, product
	stakeholders, customers) and helps project participants develop a shared understanding of the project.
	</p>
	<h3 style="MARGIN: 12pt 0in 3pt">
	Practices
	</h3>
	<p style="MARGIN: 12pt 0in 3pt">
	The next sections describe the practices associated with this principle.
	</p>
	<h4 style="MARGIN: 12pt 0in 3pt">
	Maintain a common understanding
	</h4>
	<p>
	Project participants require a common understanding of a project to cooperate effectively. Otherwise, disorder sets in,
	because the team members cannot align their understanding and interests and will work with different purposes.
	</p>
	<p>
	Be proactive communicating and sharing information with project participants and do not assume that everyone will just
	find what they need to know or that each person has the same understanding of the project as everyone else. Use work
	products, such as the Vision, Work Items List, and Requirements to align the understanding between the stakeholders and
	developers. Use the architecture to focus and align the interests of the developers. At the end of each iteration, get
	agreement on whether the iteration goals have been reached, and, if not, what actions must be taken.
	</p>
	<h4 style="MARGIN: auto 0in">
	Foster a high-trust environment
	</h4>
	<p>
	People who do not feel safe will not communicate their ideas, take the initiative, or admit their ignorance. In these
	low-trust work environments, activities must be laboriously planned in detailed, carefully supervised, and extensively
	audited. A team working in a low-trust environment may not be able to keep up with rapid change.
	</p>
	<p>
	Therefore, take actions that foster a high-trust environment:
	</p>
	<ul>
	<li>
	<p>
	<strong>Manage by intent.</strong> Create an environment where teams manage themselves, and managers serve as
	mentors to teams to help them complete their objectives.
	</p>
	</li>
	<li>
	<p>
	<strong>Tear down the walls.</strong> Work to remove both the physical and mental barriers that inhibit
	development of a common understanding among project participants.
	</p>
	</li>
	<li>
	<p>
	<strong>Walk a mile (or 1.6 kilometers) in someone else's shoes.</strong> Respect and try to understand the
	perspectives of others before criticizing their ideas or responding to their criticism.
	</p>
	</li>
	<li>
	<p>
	<strong>Respond to conversations with relevance.</strong> People, especially technical workers, often respond
	with argument or disagreement, which leads to rivalry and the establishment of a pecking order in which only a
	few people contribute to the discussion. Develop and encourage behavior that values curiosity and relevance
	over argument and disagreement.
	</p>
	</li>
	<li>
	<p>
	<strong>Always look to yourself first for the source of communication problems.</strong> Understand that
	everyone has a perspective that is largely invisible to the individual (although it is often obvious to
	everyone else). Develop the habit of identifying the assumptions and prejudices within yourself that lead to
	argument or lack of communication. Learn to overcome these in the moment of the conversation. This takes
	practice. There are times when others may be intractable, but often the problem can be addressed by wrestling
	with your own perspective.
	</p>
	</li>
	<li>
	<p>
	<strong>Understand the constraints of the workplace culture.</strong> Some organizations operate in a way that
	allows people to admit mistakes, ask questions, and experiment. Some organizations limit these expressions, but
	they may change, with time and effort. Some organizations have no tolerance for error, and workers put
	themselves in danger by admitting mistakes or experimenting. Understand your environment and protect yourself
	accordingly. Understand that low-trust organizations have more problems in achieving their goals and provide a
	less satisfying environment.
	</p>
	</li>
	</ul>
	<h4 style="MARGIN: auto 0in">
	Share responsibility
	</h4>
	<p>
	There may be disadvantages for individuals when they work alone. Communication with the team can become sporadic, and
	then stop. People may get into trouble and not ask for help, or not realize that the team is in trouble and needs their
	help. Their understanding of the project may become misaligned with the rest of the team. In the worse situations,
	trust breaks down as individuals see the team working at different purposes to their interests.
	</p>
	<p>
	Therefore, while individuals have primary responsibility for their work products, responsibility for work products is
	shared. Nothing is someone else's responsibility. This may mean either taking up slack and working with someone who is
	lagging for some reason or asking for help. Experienced staff should be extra-vigilant and watch over less-experienced
	staff, encouraging them to ask for help if necessary.
	</p>
	<h4 style="MARGIN: auto 0in">
	Learn continuously
	</h4>
	<p>
	Not only is software development a fast-developing field where technical skills rapidly become obsolete, it is also an
	empirical process, where software is developed in a manner that sometimes resembles trial and error. Furthermore,
	software is developed by teams of people who must work together to achieve results.
	</p>
	<p>
	Therefore, continuously develop both your technical and interpersonal skills. Learn from the examples of your
	colleagues. Take the opportunity to be both a student of your colleagues, as well as a teacher to them. Always increase
	your personal ability to overcome your own antagonism toward other team members.
	</p>
	<h4 style="MARGIN: 12pt 0in 3pt">
	Organize around the architecture
	</h4>
	<br />
	<p class="MsoNormal" style="MARGIN: 0in 0in 0pt">
	As projects grow in size, communication between team members becomes increasingly complex.<span style="mso-spacerun: yes"> </span>While all team members understand the overall system, they can focus primarily
	on the one or more subsystems they are responsible for. Organizing around the architecture also helps with
	communication by providing the team with a common vocabulary and shared mental model of the system<strong>.</strong>
	Communication between team members becomes increasingly complex. Therefore, organize the team around the architecture
	and the vocabulary and shared mental model of the system. However, be watchful that individuals and teams organized
	this way do not form a so-called <em>silo mentality</em>, where they focus strictly on their subsystems and become
	ignorant of the other subsystems.
	</p>
	<p>
	An architecture that reflects the organization’s structure is not evidence that the team has successfully organized
	around the architecture. If organizations and teams are not organized around the architecture, then the architecture
	will naturally conform to the organization, as a result of political and cultural influences. In the end, the
	architecture and the organization will almost always be a reflection of each other. The goal is to guide team
	organization from the needs of the architecture as much as possible.
	</p><!-- END:mainDescription,-IXfkG-XfnoEo0xgux482Kw -->
	</body>
	</html>