Tuckman’s Theory
In 1965, psychologist Bruce W. Tuckman proposed a theory of group formation; which includes four stages:
1) forming,
2) storming,
3) norming, and
4) performing.
Tuckman explains a group leader’s role often transforms from extremely hands-on, to coach, facilitator/enabler, and finally to delegator. Through understanding Tuckman’s theory of group dynamics, the role of product owner can adapt and provide support in a form most effective and in line with his/her scrum team when issues arise. The four stages and role of product owner within them will be discussed below.
Tuckman’s Stages
Forming. At the beginning stage, high levels of uncertainty surrounding the project and group roles should be expected. This means that there is a high level of reliance on and direction to be given by the product owner. Within this phase, the product owner should take a hands-on and guide role.
Storming. At the second stage, the team is beginning to move towards autonomy but requires support and nudges from the product owner. This phase is susceptible to conflict as uncertainty persists and the team moves towards establishing themselves. The role of the product owner should shift from directing to coaching.
Norming. At the third stage, individual and group roles become clear. Responsibilities become norms where group work is based on agreement and delegation. There is a shared sense of leadership and democratization, thus the product owner becomes a facilitator or enabler.
Performing. At the last stage, the group is fully autonomous and self-motivated. There are a shared group vision and strategies with no need for assisting or instruction from the product owner; who now delegates and oversees the product or processes when necessary.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios