Key Behaviour. Primary Factor.
Self-organising teams are more effective than manager-led teams. They have 15-20% increased productivity, faster decision-making, higher quality, and achieve their goals more often. Self-organising teams choose how best to accomplish their work, rather than being directed by others outside of the team.
Agile frameworks require teams to do what it takes to deliver value. This is done within a set of delivery and operational rules defined by management.
With a clear set of operational rules, agile frameworks provide the means by which teams can:
Agile doesn’t mean there are no managers.
The term self-management describes how an agile team should work. Depending on the context this might require managers outside of the team doing work in support of the team’s goals. It might mean that people with the title manager are in the agile team working on the delivery of value.
Agile is focused on delivering incremental value in pursuit of a Product Goal, but it does not describe how outside of that context you should structure your organisation and what job titles people should have. Agile will, as it always has, encourage teams to challenge any management interference if it does not align to the team’s goals and help the team deliver value.
Six key behaviours influence self-organisation. The stronger these behaviours the stronger a team’s agility.
Agile IQ® Clear Structure Influencing Behaviour. Secondary Factor. Overview Team
Agile IQ® Dependability Influencing Behaviour. Secondary Factor. Overview On dependable
Agile IQ® Developing People and Teams Influencing Behaviour. Secondary Factor.
Agile IQ® Goal Clarity Influencing Behaviour. Secondary Factor. Overview Teams
Agile IQ® Managing products with Agility Influencing Behaviour. Secondary Factor.
Agile IQ® Smaller Work Batches Influencing Behaviour. Secondary Factor. Overview