Max's Bad Attitude As Anne Bremicker, the project leader for the new flexible factory, entered Max Hoffman's ofce to ask him for status on some of the proposed production processes, she could sense something was wrong with Max. She shared the good news about being ahead of schedule with the new \"Launch Plant\" that would be able to manufacture three different new drugs, a flexible hedge against pipeline uncertainties. Max did his bestjob of forcing a smile and said, \"Good news, but we've been ahead before and still managed to screw everything up. There's still a lot of work to be done and were facing a lot of unknowns. And no matter how well we do, those lower life forms in procurementwill never get it right.\" Anne couldn't have been more discouraged by Max's tone, especially when they had green lights on scope, schedule, and budget. She remembered when Max used to have a very positive attitude toward work. Now he arrived late and spent most of the day taking coffee breaks. Several project team members had recently complained to Anne about Max's sarcastic and cynical comments. Max was a brilliant process engineer and certainly could not be easily replaced, if at all, but Anne felt that she had no choice. She scheduled an appointment with her project sponsor, a senior manufacturing executive, to discuss the situation. At the Culture Learning Institute at the East West Center in Honolulu, Hawaii researchers studied project team effectiveness on international projects. The researchers identied the following team member behaviors that are conducive to effective team functioning. The behaviors are: 1. Flexibility and openness to change and others' viewpoints. 2. Exercising patience. perseverance, and professional security. 3. Thinking in multidimensional terms and considering different sides of the issues. :1. Dealing with ambiguity, role shifts and differences in personal and professional styles or social and political systems. 5. Managing stress and tension well, while scheduling tasks systemically. 5. Cross-cultural communication and demonstrating sensitivity to language problems among colleagues. 7. Anticipating consequences of one's own behavior. 8. Dealing with unfamiliar situations and lifestyle changes. 9. Dealing well with differentorganizational structures and policies. 10. Gathering useful information related to future projects. On the other hand, Agile (Scrum) teams have the following characteristics. Usually, teams hand works off to each other as it nished one phase and enters the next. in Scrum, the team must be able to do all the work to create vertical slices of working functionality every sprint, including design, development, testing and integration. Therefore, we need a team that is skilled at all those tasks. Additionally. the team should have the following characteristics: 1. Self-Organizing: Team members selforganize to determine the best way to accomplish the goal 2. Cross functionally diverse and sufcient: Development team members should have the necessary skills to get the job done 3. T-Shaped skills: Team members have deep skills in their specialty, but can work outside core specialty area :1. Musketeer attitude (all for one and one for all} 5. High bandwidth communication: Valuable information is communicated quickly and efficiently with minimal overhead 6. Right sized: Scrum favors small teams (TH-2) 7. Focused and committed: Each team member is engaged, concentrating on and devoting their full attention to the team's goal 8. Works at sustainable pace: Minimal overtime s. Long-lived: Keep teams together if it is economically feasible to do so