Conclusion

Job drivers

Attitudes - personality traits that affect behavior and decision-making (e.g. social pressure, corporate culture, personality, expectations of others)
Background - long-term context that affects behavior and decision-making (e.g. geographic/cultural dynamics)
Circumstances - immediate or near-term factors that affect behavior and decision-making (e.g. environmental factors, work schedule, unexpected events)

Attitudes
- Sometimes program leaders feel they don’t have visibility into what is going on with the teams throughout a planning period, which is problematic when we want to encourage greater transparency in the organization
Background
- Program leadership is expected to focus on servant leadership in these meetings (“how can I help?”), but leaders stuck in the old mindset might resort to project-managing the results instead
Circumstances
- Ensure there is a team agreement in place with program leadership as to the role they play in iteration/sprint reviews (this helps program leaders not to overstep and allows the team to own the meeting and the outcome)
- Having a team and program definition of done can help ensure the work demoed will meet expectations

Attitudes
- Program leaders typically know there are issues with cross-team dependencies, but feel they don’t have the tools to properly show this issue to the teams to help with how they organize around work
Background
- Some program leadership teams feel empowered to work with the teams to influence their composition (to minimize dependencies), while others feel that teaming is “locked in” and can’t be changed
Circumstances
- As work changes from one planning period to another, look to see where there are common dependencies, as these will represent opportunities for reorganizing around work

Attitudes
- Sometimes program leaders feel that it is not their place to encourage continuous improvement with teams, but in reality program leaders need to set the expectations that we are all striving to improve
Background
- Some program leaders have the mindset to get out from behind their desk to see what teams are doing and ask how they can help, while some program leaders with a more traditional mindset may not do this
Circumstances
- Retrospective results can be documented any number of ways (e.g. Confluence, Google Doc, Jira Align, etc.) and then shared back with program leadership - transparency is the key
- Program leaders can set targets around improvement and have teams help them find ways to accomplish these improvements

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