For an organization to make sure the business is running, as usual, it directly depends on how the employees understand the business. Now the question is, do we as really want them to understand how we run business and what shall happen if we dint meet the EBITA for that matter.
Or in other words, how important for the employees of an organization is to understand what core believes it holds?
Safeguarding the health of each of the delivery teams is a continuous responsibility. It requires teams that are continuously improving on the ever-changing mechanics of the product -employment-client lifecycle.
What is a healthy team?
A “healthy team” is one that:
is enthusiastic.
aim for successful delivery.
understand business and thus customer aligned.
retrospect itself for betterment.
innovate to apply best practices within.
always keen to learn new things.
multiplies promoters.
Basic requirements to achieve this?
Team size.
Team composition which includes skillset, years of experience, etc.
Team revenue, EBITA, profit.
Growth-oriented mindset
How can we make such a team? ..unrevealing the power of a team!!
This shall come from top to bottom wherein we have a say for resource management and alignment. I have worked with a lot of organizations the key learning is that the power of the team is incredible. You shall always aim for the +1s and it will multiple on its own by the team. You as a leader or part of the team shall truly believe in the proposal as you live in the idea you can inculcate that in others as well in no time.
Growth-oriented team
Now when we talk about teams in Agile particularly in the scrum, we usually think of teams as small, medium, and large. We can logically apply this idea at any level of it.
Agile-development-team
There is always a time when you get a lot of spikes in work, by continuous improvement, optimistic approach, and learning from failures always help us in reaching near to the best, if not best!
Team size
We usually classify team as Small, Medium, and Large in Agile.
Now depending on various factors like the kind of work, complexity, client, requirement, delivery time, the release of the product, client stakeholder complexity, adoption of Agile practices, product complexity, location of the team, the urgency we form teams.
Here is a diagram I have prepared which gives a fair idea of what shall be capacity we can keep while creating teams.
healthy-team-structure
Example Notes:
This diagram shows the ideal team structure the classic and basic one. But there are multiple other factors that decide the productivity of the team.
But on the same side of it, people are becoming more Agile and flexible so they on their own are becoming full-stack, not as FE or BE developer but as a QA automation developer.
So while working on framing of team we shall look for the best opportunities which we can provide them to increase their horizon in all the directions.
It’s important not to set specific expectations with clients during contracting.
Also when we are placing 2 developers in one team we shall also understand that what niche they hold. So keeping 2 Front-end people with more than 9 years od experience will not work as they will have a similar growth path and they will get very limited synergy to challenge themselves in a healthy way
Team composition
We shall always look for a mix of team members. What that means is in case we have a large team we can keep 1 Lead with 2 junior resources one of them can be the best fit for the next role. So what this will achieve is the one who is not over performing will see how Lead and outstanding co-mate is working and thus he will also start working in the same fashion. This also shows the power of pair programming where you learn so many things in no time from your peers.
Team revenue, EBITA, profit.
If we follow the above factors then there shall be no impact on the profit as well. When we reach a point where we have so diverse team and each team member has an urge of growth then work can be done before time.
Conclusion
The success of just one Agile team can create a ripple effect across the organization, and over time, transform your organization into the impenetrable innovative powerhouse you know it has the potential to become.
Now this makes the role of Delivery lead / Scrum Master/ Project Manager so difficult at the same time as you get so many