In safe, an #agile teamis a cross-functional group of 5-11 individuals who define, build, test, and deliver an increment of value in a short time box.
Because communication quality diminishes as team size increases, agile enterprises tend to prefer collections of smaller teams. For example, it’s generally better to have two teams of five people than one team of ten.
Solution delivery requires broad and diverse skills. Technical teams define, build, test, and-where applicable-deploy, some element of #solution value. Business teams collaborate with them to provide a range of support that includes:
● Guardrails and other business parameters
● Infrastructure
● Contracts and suppliers
● End-user training
● Legal guidance
● Marketing
● Security and compliance expertise
● Fitness for use
● Solution knowledge
Both types of teams strive for fast learning by performing work in small batches, assessing the results, and adjusting accordingly. All safe agile teams include two key roles, the #scrum master and product owner.
No train can exist without agile teams; they power the agile release train (art) and ultimately the entire enterprise. Arts are responsible for delivering larger solution value. All teams on the train collaborate with other teams, contribute to its vision and roadmap, and participate in art events. In addition, they are largely responsible for building the continuous deliverypipeline and #devopscapabilities.
By building and supporting the solutions that deliver value to their customers, agile teams fuel the enterprise.
It produced a cohesive set of values, principles, and practices that sparked the creation of high-performing teams. In safe, agile teams are the building blocks for creating and delivering value. Without effective agile teams, composed of empowered and motivated individuals, organizations cannot achieve the broader business benefits of lean-agile development.
These teams are self-organizing and self-managing, accountable to deliver results that meet the needs and expectations of their customers and stakeholders. They are also accountable to each other and to other teams for delivering quality work on time.
By moving work to the teams and trains, instead of bringing people to the work, enterprises can largely eliminate the ‘project model’ of working. They create long-lived teams and teams of teams, dedicated to relentlessly improving their ability to deliver solutions.
This is how safe differs from the traditional approach in which managers direct individuals to activities. Safe teams—not their managers—determine for themselves what stories they can implement in an iteration and how to implement them.
Lean-agile leaders provide the vision, leadership, and autonomy necessary to foster and promote high-performing teams. As a result, assigning work to individual team members is no longer required as teams are mostly self-reliant.
This enables decentralized decision-making all the way to the level of the individual contributor. The primary responsibility of lean-agile leaders then is to coach and mentor agile teams.
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