There’s a good chance that no one on your enterprise Agile team is able to lift a minivan over their head (or anything else that is 20 times their own body weight for that matter), and you probably don’t get together at happy hour and call yourselves a “superorganism.” But there are some similarities between your software development team, from developer to program manager, and a colony of ants.
Everyone has a role to play. Ant colonies are called “superorganisms” because the individual ants work so hard and are so unified in purpose, whether they are the queen, workers, soldiers, or drones, that they behave like a single organism. Agile teams should be similar in composition, where every person is working not just for his or her own gain, but rather to better the entire project and fulfill a unified purpose.
When starting a new project, or making the initial transition to Agile, defining those Agile team roles is a fundamental part of the process.
That’s why we are excited to announce our new ebook, The Complete Guide to Building a Successful Agile Team, written by Enterprise Agile Transformation Leader, John Blanco.
In the guide, you’ll find tips and useful examples on how to achieve an efficient agile team organization. You’ll also see a breakdown of each vital role needed to build a team as you scale Agile within your organization:
- Product Owner
- Product Manager
- Scrum Master
- Release Train Engineer
- Agile Development Team
Unlike its Waterfall or traditional project counterparts, an Agile team is collaborative and cross-functional. Teams are made up of a variety of roles ranging from developers to quality assurance engineers to systems architects.
Agile teams also stand out as self-organizing—they receive challenges from team leaders and, within the boundaries and requirements provided, develop a solution that fulfills the need of the organization.
Don’t assume that self-organizing means a lack of leadership. In fact, it’s quite the opposite. According to Philip Anderson in The Biology of Business:
Self-organization does not mean that workers instead of managers engineer an organization design. It does not mean letting people do whatever they want to do. It means that management commits to guiding the evolution of behaviors that emerge from the interaction of independent agents instead of specifying in advance what effective behavior is.
To read more, download the full ebook! It’s full of tactical tips on how to build and manage an Agile development team’s roles, including checklists, meeting strategies, and how to adjust your team in a scaled Agile environment (like SAFe).
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