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Team Agility is essentially taking the principles of Lean-thinking, mixing in the intention and lessons of Agile and doing what works for your team. Team Agility enables companies to have consistent intentions and interactions across all of their teams while allowing for each team to tailor it to their needs.
There are two ways to come to Team Agility. The first is to consider what practices are suggested by Scrum, XP, and Kanban. The second is to understand what needs to happen and decide which of those practices to do. Since learning is easier when we contrast what we’re doing with what we could be doing, we’ll describe Team Agility in the first way.
Note: We are not claiming a ‘new and improved’ approach here nor one only one we do. We know of dozens of great consultants/instructors who follow essentially what we describe as Team Agility.
Net Objectives is framework/method agnostic. We don’t subscribe to any particular approach. We base Team Agility on what works – on key principles that apply everywhere. These are:
The challenge is that although these principles apply everywhere, how to use them differs based on the context you are in. We have been using Scrum, XP and Kanban from near the inception of all of them. One observation we’ve made is that many of the practices of each of those should be done regardless of your situation (albeit the exact way of doing the practice will vary according to your context).
We illustrate this in the diagram below. We use the terms ‘Lean-Scrum’, … to indicate we are referring to these frameworks/methods being used with a Lean context.
For all the discussion about Scrum Vs Kanban it may be surprising that most of the practices of each should be used by anyone doing either. In our view, all of the XP practices should be being used as well. They are left out of the center only because it is often difficult to get teams to use them immediately. Deciding on the flavor of Team Agility depends upon your context. Here are some examples:
XP practices should be adopted as soon as viable.
Essentially, if you are in a situation where you have a team, can plan and can use the discipline of sprints, then doing Team Agility as a Scrum like process makes sense. If any of these three characteristics aren’t present, you do a flow like process. But in all cases do those practices that make sense for everyone.
Providing consistent behavior across an organization
Large organizations have the dilemma of wanting consistency across their organization while enabling teams to self-organize. Team Agility solves this problem by providing common objectives and approaches to the teams. While teams will self-organize they will achieve consistency by striving to achieve similar objectives. To do this requires the following:
The objectives of the practices
Scrum, Kanban and eXtreme Programming are all defined by values and practices. But not all practices are the best everywhere. It’s important to understand the intention of the practices. Go to Team-Agility Objectives of Practices.
Why Team Agility is especially important at scale
One advantage of taking the Team Agility approach is that everyone is on the same page, they’ve just adjusted their methods to their context. Although we don’t recommend moving people around willy-nilly, when people do have to move, they will be much more able to adapt to their new team because the principles driving it will be the same as where they came from. The explicit workflow endorsed by Team Agility will also make it easier for newbies to understand the agreements of the team.
The incorporation of managing WIP for all teams will also enable greater visibility into when teams will be available as well as making all teams more uninterruptible when it is required. Be clear, lowering interruptions is critical, but to pretend they won’t happen is poor planning.
All resources in FLEX and Team Agility
How to Use Scrum in Mid to Large Scale Organizations (Article)