Agile in Project Management - Revision history

Almagiovannucci: /* Case of study: LEGO */

2022-04-29T05:11:30Z

Case of study: LEGO

← Older revision		Revision as of 05:11, 29 April 2022
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	The first solution that was implemented, was to assign a responsible project manager for each team. This solution did not work properly since each manager was assessing problems differently. The common vision was missing, and managers were not moving forward, but instead running into each other. The next step was to implement the Agile Release Train, specifically using The Scaled Agile Framework (SAFe). As it was explained before, in this method each team has different goals and responsibilities that, when combined, are interconnected between each other to achieve the common goal. One key approach that LEGO used, was a “Pull-based” planning, where teams used past experiences as a starting point to prioritize and develop new products based on what the customer’s real needs were. The implementation process included several activities that allowed teams to share their progress, receive feedback, share ideas and thoughts on the progress made, how to continuously improve and to identify risks and mitigate them. The whole process consisted on an Agile iteration process based on setting a plan with an expected outcome, followed by a designing process where different prototypes were develop to then be tested and adjusted until the definite solution was delivered.		The first solution that was implemented, was to assign a responsible project manager for each team. This solution did not work properly since each manager was assessing problems differently. The common vision was missing, and managers were not moving forward, but instead running into each other. The next step was to implement the Agile Release Train, specifically using The Scaled Agile Framework (SAFe). As it was explained before, in this method each team has different goals and responsibilities that, when combined, are interconnected between each other to achieve the common goal. One key approach that LEGO used, was a “Pull-based” planning, where teams used past experiences as a starting point to prioritize and develop new products based on what the customer’s real needs were. The implementation process included several activities that allowed teams to share their progress, receive feedback, share ideas and thoughts on the progress made, how to continuously improve and to identify risks and mitigate them. The whole process consisted on an Agile iteration process based on setting a plan with an expected outcome, followed by a designing process where different prototypes were develop to then be tested and adjusted until the definite solution was delivered.

	By the end of the process, all the product teams were able to improve their overall performance. LEGO was able to restructure their organization and the traditional way of working that product teams were utilizing. They become more efficient by being dedicated to specific tasks. Leadership in product teams shifted from a waterfall approach by empowering them to be more independent and product base focus. The flow of information and communication within product teams improved allowing them to be involved in a continuous delivery model. LEGO saw an opportunity to grow and improve their way of working. This mindset of continuous improvement is one of the characteristics that makes LEGO one of the most successful organizations in the world by staying at the forefront of technologies that are continually emerging in today's market		By the end of the process, all the product teams were able to improve their overall performance. LEGO was able to restructure their organization and the traditional way of working that product teams were utilizing. They become more efficient by being dedicated to specific tasks. Leadership in product teams shifted from a waterfall approach by empowering them to be more independent and product base focus. The flow of information and communication within product teams improved allowing them to be involved in a continuous delivery model. LEGO saw an opportunity to grow and improve their way of working. This mindset of continuous improvement is one of the characteristics that makes LEGO one of the most successful organizations in the world by staying at the forefront of technologies that are continually emerging in today's market.

	=='''Limitations'''==		=='''Limitations'''==

Almagiovannucci: /* Limitations */

2022-03-27T12:21:52Z

Limitations

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	When there is an interest to implement Agile’s approach, project managers must understand how it works and when it is possible to use it considering the following <ref> Rigby, D.; Sutherland J. and Takeuchi, H. (2016). Embracing Agile. February 2022, from Harvard Business Review Web Site: https://hbr.org/2016/05/embracing-agile </ref>:		When there is an interest to implement Agile’s approach, project managers must understand how it works and when it is possible to use it considering the following <ref> Rigby, D.; Sutherland J. and Takeuchi, H. (2016). Embracing Agile. February 2022, from Harvard Business Review Web Site: https://hbr.org/2016/05/embracing-agile </ref>:
	* Market: Depends on the stability and how predictable the market could be. Agile is applicable when the market is in constant change.		* Market: Depends on the stability and how predictable the market could be. Agile is applicable when the market is in constant change.
	* Customers: Close collaboration with customers where feedback is received and there is a transparent communication. As mentioned before, Agile needs the involvement of ~~the~~ customers. When customers fail to be involved, the iteration process cannot be put in motion and Agile is not applicable anymore.		* Customers: Close collaboration with customers where feedback is received and there is a transparent communication. As mentioned before, Agile needs the involvement of customers. When customers fail to be involved, the iteration process cannot be put in motion and Agile is not applicable anymore.
	* Innovation: Customers need to be open to disruptive solutions to achieve the expected outcome. A level of uncertainty needs to be tolerable to allow the team to quickly make mistakes in the solution design process. When ~~the customer has~~ a defined way of working and ~~it is~~ not willing to make changes, Agile cannot be implemented.		* Innovation: Customers need to be open to disruptive solutions to achieve the expected outcome. A level of uncertainty needs to be tolerable to allow the team to quickly make mistakes in the solution design process. When customers have a defined way of working and they are not willing to make changes, Agile cannot be implemented.

	=='''Conclusion'''==		=='''Conclusion'''==

Almagiovannucci: /* Limitations */

2022-03-27T12:19:25Z

Limitations

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	Agile has a disruptive approach that influences different methodologies to solve problems and/or improve practices. It has a substantial influence in the way the organization’s business develops and the culture of the people involved. Agile vouches for agility and the collaboration of the whole team, and in order to achieve it, it is important to have a change in the organization’s mindset which has to be promoted and worked by the management team with a bottom-top approach. The organization needs the involvement and engagement of their people to introduce, implement and sustain this type of mindset change. In Agile, continuous adaptation to change and innovation are vital to keep the organization at the forefront of the business. <ref name="bar">Freedman, R. (2016). The Agile Consultant: Guiding Clients to Enterprise Agility. Kansas, United States: Apress.</ref>		Agile has a disruptive approach that influences different methodologies to solve problems and/or improve practices. It has a substantial influence in the way the organization’s business develops and the culture of the people involved. Agile vouches for agility and the collaboration of the whole team, and in order to achieve it, it is important to have a change in the organization’s mindset which has to be promoted and worked by the management team with a bottom-top approach. The organization needs the involvement and engagement of their people to introduce, implement and sustain this type of mindset change. In Agile, continuous adaptation to change and innovation are vital to keep the organization at the forefront of the business. <ref name="bar">Freedman, R. (2016). The Agile Consultant: Guiding Clients to Enterprise Agility. Kansas, United States: Apress.</ref>

	When there is an interest to ~~use the~~ Agile’s approach, project managers must understand how it works and when it is possible to use it considering the following <ref> Rigby, D.; Sutherland J. and Takeuchi, H. (2016). Embracing Agile. February 2022, from Harvard Business Review Web Site: https://hbr.org/2016/05/embracing-agile </ref>:		When there is an interest to implement Agile’s approach, project managers must understand how it works and when it is possible to use it considering the following <ref> Rigby, D.; Sutherland J. and Takeuchi, H. (2016). Embracing Agile. February 2022, from Harvard Business Review Web Site: https://hbr.org/2016/05/embracing-agile </ref>:
	* Market: Depends on the stability and how predictable the market could be. Agile is applicable when the market is in constant change.		* Market: Depends on the stability and how predictable the market could be. Agile is applicable when the market is in constant change.
	* Customers: Close collaboration with customers where feedback is received and there is a transparent communication. As mentioned before, Agile needs the involvement of the customers. When customers fail to be involved, the iteration process cannot be put in motion and Agile is not applicable anymore.		* Customers: Close collaboration with customers where feedback is received and there is a transparent communication. As mentioned before, Agile needs the involvement of the customers. When customers fail to be involved, the iteration process cannot be put in motion and Agile is not applicable anymore.

Almagiovannucci: /* Case of study: LEGO */

2022-03-27T12:18:11Z

Case of study: LEGO

← Older revision		Revision as of 12:18, 27 March 2022
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	The first solution that was implemented, was to assign a responsible project manager for each team. This solution did not work properly since each manager was assessing problems differently. The common vision was missing, and managers were not moving forward, but instead running into each other. The next step was to implement the Agile Release Train, specifically using The Scaled Agile Framework (SAFe). As it was explained before, in this method each team has different goals and responsibilities that, when combined, are interconnected between each other to achieve the common goal. One key approach that LEGO used, was a “Pull-based” planning, where teams used past experiences as a starting point to prioritize and develop new products based on what the customer’s real needs were. The implementation process included several activities that allowed teams to share their progress, receive feedback, share ideas and thoughts on the progress made, how to continuously improve and to identify risks and mitigate them. The whole process consisted on an Agile iteration process based on setting a plan with an expected outcome, followed by a designing process where different prototypes were develop to then be tested and adjusted until the definite solution was delivered.		The first solution that was implemented, was to assign a responsible project manager for each team. This solution did not work properly since each manager was assessing problems differently. The common vision was missing, and managers were not moving forward, but instead running into each other. The next step was to implement the Agile Release Train, specifically using The Scaled Agile Framework (SAFe). As it was explained before, in this method each team has different goals and responsibilities that, when combined, are interconnected between each other to achieve the common goal. One key approach that LEGO used, was a “Pull-based” planning, where teams used past experiences as a starting point to prioritize and develop new products based on what the customer’s real needs were. The implementation process included several activities that allowed teams to share their progress, receive feedback, share ideas and thoughts on the progress made, how to continuously improve and to identify risks and mitigate them. The whole process consisted on an Agile iteration process based on setting a plan with an expected outcome, followed by a designing process where different prototypes were develop to then be tested and adjusted until the definite solution was delivered.

	By the end of the process, all the product teams were able to improve their overall performance. LEGO was able to restructure their organization and the traditional way of working that product teams were utilizing. They become more efficient by being dedicated to specific tasks. Leadership in product teams shifted from a waterfall approach by empowering them to be more independent and product base focus. The flow of information and communication within product teams improved allowing them to be involved in a continuous delivery model. LEGO saw an opportunity to grow and improve their way of working ~~which~~ makes ~~them~~ one of the most successful ~~manufacture~~ organizations in the world by staying at the forefront of technologies that are continually emerging in today's market.		By the end of the process, all the product teams were able to improve their overall performance. LEGO was able to restructure their organization and the traditional way of working that product teams were utilizing. They become more efficient by being dedicated to specific tasks. Leadership in product teams shifted from a waterfall approach by empowering them to be more independent and product base focus. The flow of information and communication within product teams improved allowing them to be involved in a continuous delivery model. LEGO saw an opportunity to grow and improve their way of working. This mindset of continuous improvement is one of the characteristics that makes LEGO one of the most successful organizations in the world by staying at the forefront of technologies that are continually emerging in today's market

	=='''Limitations'''==		=='''Limitations'''==

Almagiovannucci: /* Case of study: LEGO */

2022-03-27T12:14:01Z

Case of study: LEGO

← Older revision		Revision as of 12:14, 27 March 2022
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	The case study presented in this article is about how Agile provided support and guidance to LEGO to solve four main struggles that the organization had. <ref> Kniberg. E. & Brandsgård, T. (2016). Planning as a Social Event. February 2022, from Corporate Agility Web Site: https://corporateagility.com/wp-content/uploads/2020/07/LEGO_update.pdf </ref> <ref> Krush, A. (2018). 5 Success Stories That Will Make You Believe in Scaled Agile. February 2022, from ObjectStyle Web Site: https://www.objectstyle.com/agile/scaled-agile-success-story-lessons</ref> Those four struggles where the alignment of teams to move forward and in the same direction, setting realistic outcomes for customers, prioritization of tasks and to sustain new developments through time. Because of these struggles, teams were not working efficiently and communication, together with the flow of deliveries, was not efficient anymore.		The case study presented in this article is about how Agile provided support and guidance to LEGO to solve four main struggles that the organization had. <ref> Kniberg. E. & Brandsgård, T. (2016). Planning as a Social Event. February 2022, from Corporate Agility Web Site: https://corporateagility.com/wp-content/uploads/2020/07/LEGO_update.pdf </ref> <ref> Krush, A. (2018). 5 Success Stories That Will Make You Believe in Scaled Agile. February 2022, from ObjectStyle Web Site: https://www.objectstyle.com/agile/scaled-agile-success-story-lessons</ref> Those four struggles where the alignment of teams to move forward and in the same direction, setting realistic outcomes for customers, prioritization of tasks and to sustain new developments through time. Because of these struggles, teams were not working efficiently and communication, together with the flow of deliveries, was not efficient anymore.

	The first solution that was implemented, was to assign a responsible project manager for each team. This solution did not work properly since each manager was assessing problems differently. The common vision was missing, and managers were not moving forward, but instead running into each other. The next step was to implement the Agile Release Train, specifically using The Scaled Agile Framework (SAFe). As it was explained before, in this method each team ~~had~~ different goals and responsibilities that, when combined, ~~were~~ interconnected between each other to achieve the common goal. One key approach that LEGO used, was a “Pull-based” planning, where teams used past experiences as a starting point to prioritize and develop new products based on what the customer’s real needs were. The implementation process included several activities that allowed teams to share their progress, receive feedback, share ideas and thoughts on the progress made, how to continuously improve and to identify risks and mitigate them. The whole process consisted on an Agile iteration process based on setting a plan with an expected outcome, followed by a designing process where different prototypes were develop to then be tested and adjusted until the definite solution was delivered.		The first solution that was implemented, was to assign a responsible project manager for each team. This solution did not work properly since each manager was assessing problems differently. The common vision was missing, and managers were not moving forward, but instead running into each other. The next step was to implement the Agile Release Train, specifically using The Scaled Agile Framework (SAFe). As it was explained before, in this method each team has different goals and responsibilities that, when combined, are interconnected between each other to achieve the common goal. One key approach that LEGO used, was a “Pull-based” planning, where teams used past experiences as a starting point to prioritize and develop new products based on what the customer’s real needs were. The implementation process included several activities that allowed teams to share their progress, receive feedback, share ideas and thoughts on the progress made, how to continuously improve and to identify risks and mitigate them. The whole process consisted on an Agile iteration process based on setting a plan with an expected outcome, followed by a designing process where different prototypes were develop to then be tested and adjusted until the definite solution was delivered.

	By the end of the process, all the product teams were able to improve their overall performance. LEGO was able to restructure their organization and the traditional way of working that product teams were utilizing. They become more efficient by being dedicated to specific tasks. Leadership in product teams shifted from a waterfall approach by empowering them to be more independent and product base focus. The flow of information and communication within product teams improved allowing them to be involved in a continuous delivery model. LEGO saw an opportunity to grow and improve their way of working which makes them one of the most successful manufacture organizations in the world by staying at the forefront of technologies that are continually emerging in today's market.		By the end of the process, all the product teams were able to improve their overall performance. LEGO was able to restructure their organization and the traditional way of working that product teams were utilizing. They become more efficient by being dedicated to specific tasks. Leadership in product teams shifted from a waterfall approach by empowering them to be more independent and product base focus. The flow of information and communication within product teams improved allowing them to be involved in a continuous delivery model. LEGO saw an opportunity to grow and improve their way of working which makes them one of the most successful manufacture organizations in the world by staying at the forefront of technologies that are continually emerging in today's market.

Almagiovannucci: /* Case of study: LEGO */

2022-03-27T12:12:03Z

Case of study: LEGO

← Older revision		Revision as of 12:12, 27 March 2022
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	=='''Case of study: LEGO'''==		=='''Case of study: LEGO'''==

	The case study presented in this article is about how Agile provided support and guidance to LEGO to solve four main struggles that the organization had. <ref> Kniberg. E. & Brandsgård, T. (2016). Planning as a Social Event. February 2022, from Corporate Agility Web Site: https://corporateagility.com/wp-content/uploads/2020/07/LEGO_update.pdf </ref> <ref> Krush, A. (2018). 5 Success Stories That Will Make You Believe in Scaled Agile. February 2022, from ObjectStyle Web Site: https://www.objectstyle.com/agile/scaled-agile-success-story-lessons</ref> Those four struggles where the alignment of teams to move forward and in the same direction, setting realistic outcomes for ~~the~~ customers, prioritization of tasks and to sustain new developments through time. Because of these struggles, teams were not working efficiently and communication, together with the flow of deliveries, was not efficient anymore.		The case study presented in this article is about how Agile provided support and guidance to LEGO to solve four main struggles that the organization had. <ref> Kniberg. E. & Brandsgård, T. (2016). Planning as a Social Event. February 2022, from Corporate Agility Web Site: https://corporateagility.com/wp-content/uploads/2020/07/LEGO_update.pdf </ref> <ref> Krush, A. (2018). 5 Success Stories That Will Make You Believe in Scaled Agile. February 2022, from ObjectStyle Web Site: https://www.objectstyle.com/agile/scaled-agile-success-story-lessons</ref> Those four struggles where the alignment of teams to move forward and in the same direction, setting realistic outcomes for customers, prioritization of tasks and to sustain new developments through time. Because of these struggles, teams were not working efficiently and communication, together with the flow of deliveries, was not efficient anymore.

	The first solution that was implemented, was to assign a responsible project manager for each team. This solution did not work properly since each manager was assessing problems differently. The common vision was missing, and managers were not moving forward, but instead running into each other. The next step was to implement the Agile Release Train, specifically using The Scaled Agile Framework (SAFe). As it was explained before, in this method each team had different goals and responsibilities that, when combined, were interconnected between each other to achieve the common goal. One key approach that LEGO used, was a “Pull-based” planning, where teams used past experiences as a starting point to prioritize and develop new products based on what the customer’s real needs were. The implementation process included several activities that allowed teams to share their progress, receive feedback, share ideas and thoughts on the progress made, how to continuously improve and to identify risks and mitigate them. The whole process consisted on an Agile iteration process based on setting a plan with an expected outcome, followed by a designing process where different prototypes were develop to then be tested and adjusted until the definite solution was delivered.		The first solution that was implemented, was to assign a responsible project manager for each team. This solution did not work properly since each manager was assessing problems differently. The common vision was missing, and managers were not moving forward, but instead running into each other. The next step was to implement the Agile Release Train, specifically using The Scaled Agile Framework (SAFe). As it was explained before, in this method each team had different goals and responsibilities that, when combined, were interconnected between each other to achieve the common goal. One key approach that LEGO used, was a “Pull-based” planning, where teams used past experiences as a starting point to prioritize and develop new products based on what the customer’s real needs were. The implementation process included several activities that allowed teams to share their progress, receive feedback, share ideas and thoughts on the progress made, how to continuously improve and to identify risks and mitigate them. The whole process consisted on an Agile iteration process based on setting a plan with an expected outcome, followed by a designing process where different prototypes were develop to then be tested and adjusted until the definite solution was delivered.

Almagiovannucci: /* Relevant tools in Agile */

2022-03-27T12:11:13Z

Relevant tools in Agile

← Older revision		Revision as of 12:11, 27 March 2022
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	: One of the most relevant characteristics when working with Agile is how teams are managed. Teams are self-managing, self-organizing and taking one project at the time. In comparison with traditional methods, where usually there is a top-down approach and the leader manages and organizes the teams, Agile allows them to be independent, focus on one problem at a time and move faster. Discussion and communication within teams keeps them aligned and promotes a continuous improvement mindset. In this matter, the objective of a daily standup meeting is to keep it simple and avoid long discussions. In these meetings, teams talk about problems that are arising and their possible solutions. Teams share their status, barriers that might be and seek for feedback. The agenda consists of discussing what was done the previous day, the plan of action for today and if there is a problem that might not allow them to deliver on time.		: One of the most relevant characteristics when working with Agile is how teams are managed. Teams are self-managing, self-organizing and taking one project at the time. In comparison with traditional methods, where usually there is a top-down approach and the leader manages and organizes the teams, Agile allows them to be independent, focus on one problem at a time and move faster. Discussion and communication within teams keeps them aligned and promotes a continuous improvement mindset. In this matter, the objective of a daily standup meeting is to keep it simple and avoid long discussions. In these meetings, teams talk about problems that are arising and their possible solutions. Teams share their status, barriers that might be and seek for feedback. The agenda consists of discussing what was done the previous day, the plan of action for today and if there is a problem that might not allow them to deliver on time.

	* '''Agile Release Train (ART)'''		* '''Agile Release Train (ART)''' <ref name:"baz"> Putta, A.; Paasivaara, M.; Lassenius, C. (2019). How are agile release trains formed in practice? A case study in a large financial corporation. From Agile Processes in Software Engineering and Extreme Programming (154-170). Springer Verlag. </ref>
	: Agile is originally and ideally designed to work in small groups of people. When Agile was implemented in bigger groups, it seems to be not fully organized and the common vision of the goal was usually difficult to assess within teams. To adapt Agile into groups with more people involved, three different frameworks were developed: <ref name:"baz"> Putta, A.; Paasivaara, M.; Lassenius, C. (2019). How are agile release trains formed in practice? A case study in a large financial corporation. From Agile Processes in Software Engineering and Extreme Programming (154-170). Springer Verlag. </ref>		: Agile is originally and ideally designed to work in small groups of people. When Agile was implemented in bigger groups, it seems to be not fully organized and the common vision of the goal was usually difficult to assess within teams. To adapt Agile into groups with more people involved, three different frameworks were developed:
	# The Scaled Agile Framework (SAFe)		# The Scaled Agile Framework (SAFe)
	# Large Scale Scrum (LeSS)		# Large Scale Scrum (LeSS)

Almagiovannucci: /* The environment */

2022-03-27T12:10:21Z

The environment

← Older revision		Revision as of 12:10, 27 March 2022
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	When working with Agile is important that the project manager makes sure that the proper environment is set. In this environment the team will feel safe to speak their minds, share ideas, challenge the creation process, be respectful with others in the team, make mistakes and ask for resources. A successful environment will have openness, trust and respect, courage and empathy within the team members. <ref name="foo">Layton, Mark C. (2012). Agile Project Management for Dummies. New Jersey: John Wiley & Sons, Inc.</ref> The teams that will develop the product, need to keep in mind the following: <ref name="bar">Freedman, R. (2016). The Agile Consultant: Guiding Clients to Enterprise Agility. Kansas, United States: Apress.</ref>		When working with Agile is important that the project manager makes sure that the proper environment is set. In this environment the team will feel safe to speak their minds, share ideas, challenge the creation process, be respectful with others in the team, make mistakes and ask for resources. A successful environment will have openness, trust and respect, courage and empathy within the team members. <ref name="foo">Layton, Mark C. (2012). Agile Project Management for Dummies. New Jersey: John Wiley & Sons, Inc.</ref> The teams that will develop the product, need to keep in mind the following: <ref name="bar">Freedman, R. (2016). The Agile Consultant: Guiding Clients to Enterprise Agility. Kansas, United States: Apress.</ref>

	*''Work in teams and integrate people in the design process'' : People that will be affected by the project and whose demands need to be satisfied, should be close to the creation of the real value that the customer will perceive. They know the real challenges of the project; hence they are the ones that know where improvement is needed when solutions are being developed and tested.		*''Work in teams and integrate people in the design process''
			: People that will be affected by the project and whose demands need to be satisfied, should be close to the creation of the real value that the customer will perceive. They know the real challenges of the project; hence they are the ones that know where improvement is needed when solutions are being developed and tested.

	* ''Feedback and input from the customers are a must''		* ''Feedback and input from the customers are a must''

Almagiovannucci: /* The environment */

2022-03-27T12:10:12Z

The environment

← Older revision		Revision as of 12:10, 27 March 2022
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	When working with Agile is important that the project manager makes sure that the proper environment is set. In this environment the team will feel safe to speak their minds, share ideas, challenge the creation process, be respectful with others in the team, make mistakes and ask for resources. A successful environment will have openness, trust and respect, courage and empathy within the team members. <ref name="foo">Layton, Mark C. (2012). Agile Project Management for Dummies. New Jersey: John Wiley & Sons, Inc.</ref> The teams that will develop the product, need to keep in mind the following: <ref name="bar">Freedman, R. (2016). The Agile Consultant: Guiding Clients to Enterprise Agility. Kansas, United States: Apress.</ref>		When working with Agile is important that the project manager makes sure that the proper environment is set. In this environment the team will feel safe to speak their minds, share ideas, challenge the creation process, be respectful with others in the team, make mistakes and ask for resources. A successful environment will have openness, trust and respect, courage and empathy within the team members. <ref name="foo">Layton, Mark C. (2012). Agile Project Management for Dummies. New Jersey: John Wiley & Sons, Inc.</ref> The teams that will develop the product, need to keep in mind the following: <ref name="bar">Freedman, R. (2016). The Agile Consultant: Guiding Clients to Enterprise Agility. Kansas, United States: Apress.</ref>

	*''Work in teams and integrate people in the design process''		*''Work in teams and integrate people in the design process'' : People that will be affected by the project and whose demands need to be satisfied, should be close to the creation of the real value that the customer will perceive. They know the real challenges of the project; hence they are the ones that know where improvement is needed when solutions are being developed and tested.
	: People that will be affected by the project and whose demands need to be satisfied, should be close to the creation of the real value that the customer will perceive. They know the real challenges of the project; hence they are the ones that know where improvement is needed when solutions are being developed and tested.

	* ''Feedback and input from the customers are a must''		* ''Feedback and input from the customers are a must''

Almagiovannucci: /* The teams */

2022-03-27T12:09:46Z

The teams

← Older revision		Revision as of 12:09, 27 March 2022
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	==='''The teams'''===		==='''The teams'''===
	In Agile it is important to develop committed and motivated working teams. To ensure success when using Agile’s approach, teams should have the following characteristics: <ref name="foo">Layton, Mark C. (2012). Agile Project Management for Dummies. New Jersey: John Wiley & Sons, Inc.</ref>		In Agile it is important to develop committed and motivated working teams. To ensure success when using Agile’s approach, teams should have the following characteristics: <ref name="foo">Layton, Mark C. (2012). Agile Project Management for Dummies. New Jersey: John Wiley & Sons, Inc.</ref>
	* Cross-functionality: Teams should be able to work in different tasks to provide prototypes and eventually the final business value or product. In comparison to the traditional approach, team members work together and complement each other to deliver effective and quick solutions.		* ''Cross-functionality''
	* Self-organizing: Giving teams freedom and responsibility to organize the work, will create ownership and engagement towards the project. Team members will learn how to define tasks, the timeline for each one of them and the effort required to deliver solutions. To succeed in this process, the team must have a transparent and open communication within its members.		: Teams should be able to work in different tasks to provide prototypes and eventually the final business value or product. In comparison to the traditional approach, team members work together and complement each other to deliver effective and quick solutions.
	*Self-management: Since teams decide the steps to follow, they have control on the solution creation progress. Self-management allows teams members to be leaders in different stages of the project depending on their skills expertise. To keep all team's members aligned, communication is vital to succeed, thus progress and remarks about the project are being constantly shared within the team.		* ''Self-organizing''
	* Team size: The main recommendation from Agile’s approach is that team's size should be kept small. This will facilitate the communication, development of skills and alignment within the team.		: Giving teams freedom and responsibility to organize the work, will create ownership and engagement towards the project. Team members will learn how to define tasks, the timeline for each one of them and the effort required to deliver solutions. To succeed in this process, the team must have a transparent and open communication within its members.
			* ''Self-management''
			: Since teams decide the steps to follow, they have control on the solution creation progress. Self-management allows teams members to be leaders in different stages of the project depending on their skills expertise. To keep all team's members aligned, communication is vital to succeed, thus progress and remarks about the project are being constantly shared within the team.
			* ''Team size''
			: The main recommendation from Agile’s approach is that team's size should be kept small. This will facilitate the communication, development of skills and alignment within the team.

	===Relevant tools in Agile===		===Relevant tools in Agile===