• Marco Toscano

How to Create High Performing Teams With An Agile Methodology

Updated: Nov 22

In the Agile concept, a "team" is a small group of people who work on a project together, practically all of them full-time. A team should have all of the talents necessary to complete the task, as well as shared accountability. Consider a group of passionate people who are highly driven and involved in their work, and who contribute directly to your company's success by providing excellent digital products.

What motivates people to act in this manner? What are the secrets of successful groups?

Below are six critical components that are believed to be relevant and necessary for forming strong Agile teams. I always keep these in mind while developing and leading my Agile teams, and I urge that you do the same when forming your own:

A solid foundation

In order to build a collaborative work culture in the first place, Agile teams must incorporate similar values. It establishes a firm foundation that draws all team members together and promotes integration. Collaboration simply refers to a group of people working together to complete a goal. Working in cross-functional teams rather than working in functional silos is emphasized in agile techniques. It encourages regular communication and collaboration among team members, which helps to eliminate misunderstandings and expedite work.

Strong practices

Aside from keeping the team together, it's critical to establish a sequence of best engineering practices, such as code reviews, continuous integration and deployment, code sharing among all software engineers, and a unified coding standard that all programmers follow. I have adopted high-quality engineering techniques such as automated tests, builds, and deployments, as well as daily code review and quality assurance practices in software development, to boost the team's confidence and the quality of the service they provide. Regular, thorough reworking during software development results in higher code quality and less technical debt.

Continuous mentoring

It is critical to create an environment where peers can learn from one another in order to encourage individual team member development. Pair-programming sessions, code reviews, and feedback are just a few of the tools I utilise to foster knowledge sharing across teams on a daily basis. Mentoring is more than just a way for junior members to learn from senior members. Everyone on the team can learn from one another in order to unleash their collective power to tackle complex and varied work.

Cross-functional teams

High-performing Agile teams are made up of people that have a diverse mix of talents that are required to complete the task in their backlog. Team members must be open and highly motivated, and the team must have both the authority and the responsibility to achieve the objectives set forth for them. Because it contains software engineers with expertise in both the back-end and front-end of the software product, a typical cross-functional team can perform a lot of different things. If such tasks are required to complete the work as a team, it may also comprise designers, testers, and user experience (UX) professionals.

Communicate the vision

When team members understand how their work contributes to the larger picture and how it is connected with the overarching aim, they work more effectively. It's not about picking up tales from the queue without first determining how important they are to the overall objective. This strategy is ineffective. To improve involvement and ownership, it's critical to spend time expressing the overall picture, present objectives, and goals to the team.

Decision making

Team members should be able to make their own decisions in order for the Agile team to function well. As previously stated, people must be given the large picture in order to define their own goals that are in line with the general goal. The team must comprehend the tasks at hand, but they are free to come up with their own ideas and methods of working. Agile teams follow best practises, and when they have a sense of total ownership, which is feasible because of the flat and network structure, they produce far better outcomes. Agile teams' decision-making autonomy fosters a creative culture and an environment that encourages innovation.

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