On Agile Team Dynamics, our utmost priority is to gratify the customer through early and continuous delivery of valuable output. Share the minimum viable product, seek Feedback and implement the changes, that’s the cycle through which the product moves and improves to fulfill the customers’ requirements.
Business Analysts and developers must work together daily throughout the project. We can also make the Customer, a part of the team. After all, the final goal of each agile team dynamics member is to deliver the valuable software.
Agile Team Dynamics would be much effective if we have a framework designed for the team to work that should be just the essential structure to support efficient workflow, not a rigid one.
There should be a back-up plan in place to accommodate the change requests and plan for contingencies.
Most importantly, as an agile team dynamicsleads, it’s imperative to listen to your team, read between the lines and ask team members meaningful questions and empower them to pour in ideas. And last but not least be approachable to your team, so that they can come and talk to you.
With this kind of increased knowledge of the agile team dynamics, managers can be empowered to make decisions that provide the infrastructure to optimize performance. This is a win-win situation for the individuals involved and the eventual output of the project.
Let me share an example of how a team rebuilt the trust which got lost during the project release phase.
All the agile team members, BAs, Project Managers, QA Team and Technical team got together in a meaningful conversation where everyone had to speak about how to fulfill the need of the customer. All of them agreed upon their responsibilities to make the project successful and started working towards the goal.
So, organizations need Agile Team Dynamics, that are high performing teams. And to build such teams, one integral element is the Leadership of the organization. Management and senior leadership must realize the factors that contribute to making high-performing teams. Their language, behavior, support, and actions go a long way toward creating and sustaining the culture of high-performing teams. The reward is a team that consistently brings out the best in its people.