So, you’ve transformed your business into an Agile enterprise, and scheduled your sprint meetings to start completing your backlog items. You have a ScrumMaster, a meeting facilitator, and several sub-teams (a programming team and a tester team, for example) performing different functions.
Now you want to hold a meeting to address an issue in programming. The next move for most people would be to include only those mainly concerned with the issue at hand, in this example, the programming team and your ScrumMaster. As an Agile team, however, this shouldn’t be the case.
Sprint planning is a collaborative effort that should include the entire Agile Team, regardless of whether it concerns only just a fraction of the whole project. Many may argue this is a waste of time, but this process proves to be more beneficial than not.
When you have the whole team in your sprint meetings from the start until the end, you can expect everyone to know each team’s assignment. You’re confident that they are aware of each person’s liabilities, so it leaves almost no room for miscommunication. This eliminates finger-pointing and encourages each of them to have more sense of responsibility in their work.
When you include the entire team in sprint meetings, they will learn that more than anything, their efforts on this project are not for the growth of a singular department, but the whole company. A sense of cooperation would replace any feelings of competition between the teams. It will be about working towards the main goal together, instead of completing personal agendas.
Employees tend to shy away from being completely transparent from business owners concerning the process and progress of the whole project. It happens. Owners can sometimes be over-critical of the team's progress, and this discourages team members from sharing the actual results of their work. This type of culture is exactly what an Agile team should *not* nurture.
When your team understands that this is not a competition, they are more willing to compromise, gain consensus and help bring the project closer to its goal. Successfully instilling this mindset on your whole team also fosters a culture of openness in your teams. They won't feel like they have to hide anything from the team, especially when it comes to hiccups in the project. With the whole-team mindset, mistakes are addressed and solved by the group to help bring the whole ship back on course.
This doesn’t only apply among team members, however. This openness should come from the owner and the ScrumMaster, as well. People in higher positions should also help in cultivating the culture of cooperation to set a good example to the whole team.
Becoming an Agile enterprise is no easy task, and it doesn’t happen overnight. Drastic changes in the mindsets of your team members are needed, but that doesn’t mean it’s impossible. You’ll need the help of leaders who are experts in the field and can help you take steps in the right direction.
Looking to go Agile? April9’s Project Management services can help you get there, with our Agile development team facilitating a seamless transition to help you streamline your processes into an Agile enterprise. April9’s project managers and Scrum Masters are high-level IT professionals who specialise in best practices over multiple industry segments. Here are some of the clients we’ve helped succeed recently.
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