
Working as a team
A team charter is a document that is developed in a group setting that clarifies team
Influencing Behaviour. Secondary Factor.
All agile team members must continuously improve agile practices to increase the benefits and adapt as new challenges arise. Scrum Masters often fulfil coaching roles to serve this outcome.
Through team development, team members will have opportunities to build rapport with a foundation of acceptance. When people trust one another, they’re more likely to share ideas, collaborate effectively and make the right decisions for everyone and what they deliver.
But as most leaders know, team development doesn’t just happen; there’s a lot involved in turning a group of people into a functioning and productive team. At its core, team building is a considered process of transitioning separate individuals into a cohesive group. A group that is at once working interdependently and cooperatively to accomplish a specific set of purposes and goals.
In theory, the concept of team development is simple: amass a group of talented and engaged individuals and task them with completing a specific goal. In reality, the effort and planning that goes into team building is strategic.
When applied in real-world contexts, team development can get tricky, fast. However, there’s one point that continually emerges in studies and research as pivotal for leaders to understand: when a team’s cognitive, motivational, and behavioural resources are appropriately aligned with task demands, the team is effective.
This powerful alignment between a team’s intention and the task can be noted in a variety of everyday contexts. In a general sense, we can regularly witness effective team development in the sporting arena. The most successful sporting teams are driven by this alignment of motivation to work in unison to achieve a singular goal – defeat over their opposition.
The sports analogy can also be readily applied to the workplace. The most successful teams are those that connect, communicate and collaborate towards the achievement of a singular goal or task. It’s the role of effective leaders to know how to develop these individual strengths and direct them to realise the results that lie in wait within their collective potential.
As leaders promote self-organisation through establishing guardrails for delivery and decision-making, their focus shifts to:
Scrum Master’s aren’t delivery managers, but they are responsible for building the team capability that supports good delviery. Their focus:
Key shifts for organisations is away from project structures toward product management. This requires people to understand:
Cross-functional teams are the backbone of agile product management. This requires:
Agile IQ provides 27 behavioural factors that measure the effectiveness of agile operating practices.
Agile IQ provides 27 behavioural factors that measure the effectiveness of agile operating practices.
A team charter is a document that is developed in a group setting that clarifies team
Deep dive into Tim Brown’s ideas of i-shaped, T-shaped and building X-shaped skills.
Simon Sinek talking on true leadership starting with distinguishing between being ‘in charge’ versus taking care
Faster decision-making means faster delivery and “workers can often make better decisions than managers if there
Actively create plans for who fills in for key roles at Sprint Planning.
How do you define what makes a team? How are agile teams different from just a
A team charter is a document that is developed in a group setting that clarifies team
A skills helps make the team’s capability transparent and assists with resource planning, succession planning, and
How do you help members of the team to be mutually committed to the goals and to
What do you get started? Who schedules the Daily Scrum? How about the Sprint Review?
In an agile team, is there a Team Lead? What about Junior or Senior developers?
Build stronger teams through prioritising and serving the greater good.