This chapter is from the book
This chapter is from the book
This chapter is from the book
This chapter is from the book
Summary
Being agile requires whole teams because the synergy derived from cross-disciplined and cross-component teams working together enables teams to be more productive than working in isolation.
- Whole teams accelerate delivery and increase team capacity by working closely together to leverage each other’s unique skills.
- Agile advocates the idea of “generalizing specialists” who can work outside their regular domains when required to achieve iteration goals.
- Whole teams work across the architecture stack to deliver end-to-end functionality from the beginning of the project and develop a common history so that consistent design patterns emerge.
- Whole teams start the project together; they get to “Done!” each iteration together; and they succeed or fail together. Whole teams may span the globe and cross cultures.
- Management must protect its teams from interruptions to enable them to deliver value to customers sooner.
- Regular, open, and constructive communication is critical to whole team success.
- Dashboards or information radiators enable teams to share the “same truth.”
- Aspire to be a go-to team member.
- Bullpens are a mechanism that breaks teams out of silo’d behaviors and enables them to become whole teams. The basic rules of bullpens are 1. Everyone on the agile team MUST attend and pay attention and 2. Do real work together.
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