Building Agile Teams through Organizational Stability
Agile is about the people who build the software and their interaction with the people who consume it. In this context, the reduction of hands-off should be to the smallest or non-existent between Agile teams. Meaning no specialized teams should exist in this type of environment. The problem is that each Team has its own goals and agendas, even when there’s a top-level goal for the company. If the framework team members lose touch with application needs, they can build the wrong code. If the application team members don’t get what they need, they may bypass the framework to get deadlines or slow down to wait for what they need.
In a well-organized Agile environment, every piece of share code usually starts with a need within a team. It then moves to a generalized solution for everybody else. Who maintains this type of work? The same team that invented it in the first place. The reason is plain they were the ones with the need. The problem arrives when teams are building things for the fancy of it or learning new technologies.
Understanding technology is one aspect of building a software system and a minimal one. As important as they are, these toys should be kept to the least due to the cost they can bring to the company. The worthy project to pursue should be the ones attached to business impact.
People will only change the way they work if they see the value. The only thing that should be acceptable is to only accept a practice by providing a better alternative. Businesses should only be involved when there is a significant impact on the cost or duration of the project. Companies and developers should have conversations about business value, not technical practices.
Organizational stability gives people confidence, security, and optimism during disruptive change. Organizational stability allows employees to keep calm, act, and adapt as the situation evolves. To Build an Agile Team, commit to organizational stability.
Leaders can create stability through psychological safety. They welcome and try out new suggestions and ideas. They can also do so by using failure as a teachable moment for all, avoiding blame and harvesting lessons about what worked and didn’t. Dedicated time in weekly recap meetings for these teachable moments can help get the word out. Besides, it’s more important than ever during disruptive change that leaders take extra time to check on their people.
Foster Organizational Stability by creating a safe environment for every team member. Leading by example is an essential aspect of leadership. It involves setting a positive example for others to follow and model the behaviors and values you wish to see in your Team. Define your goals and expectations for yourself and your Team. Model the behaviors and deals that you want to see in your Team. For example, show these qualities in your career if you value hard work and dedication. Be consistent in your actions and behaviors, and follow through on your commitments. This can help you to build trust and credibility with your Team. Be open and transparent with your Team, and be willing to listen to their ideas and feedback. This helps create a positive and collaborative work environment. Communicate with your Team and other stakeholders. This can help build trust and ensure everyone is on the same page. Take responsibility for your actions, and be willing to admit when you are wrong. This can build trust and respect with your Team.
Help to create a positive and supportive work environment that encourages learning and growth. This can include providing support and resources for your Team and being open to feedback and ideas. Serve as your Team’s mentor and support system, and provide guidance and feedback to help them grow and succeed. As a software engineer, you can serve as a leader and role model for your Team and your organization. By leading by example, you can set a positive example for your Team and model the behaviors and values you wish to see.
Developers should not ask for authorization to write tests. They should not have separate tasks for unit tests or refactoring. They should not have different functions for making a feature production ready. Every time developers volunteer details of their work, they invite managers to micromanage them. The practice was renamed Whole Team to clarify that a development team was not a customer/programmer dyad. Questions can be asked and answered within seconds. The experts who know the answers are always near in a highly collaborative environment, as they should.
