Any organization that is truly engaged and, more than that, has understood the central proposal of agility (it is sad to note, but most have not yet gotten the message), should concentrate a large part of its efforts and investments on training the human capital inserted in the Development Team, providing them with the necessary means and tools and, at the same time, teaching them the techniques and practices that allow for the effective construction of software with high business value, without disrespecting the two main commandments of “Agileland” : sustainability and quality.
An organization that is not at all concerned about ensuring the integrity of these two fundamental commandments and, on the other hand, decides to focus a large part of its energy and efforts on “sophisticating” existing management models… will sooner or later have a date with some of the old and well-known chronic problems of the underworld of software development, namely: the increase in total cost of ownership (TCO) and the dramatic decrease in customer satisfaction and, consequently, in revenues.
In this sense, in order not to just talk, I decided to move estonia whatsapp data forward (in time; I hope) in the sequence of posts started by the post The Five Stages of Product Ownership (if you haven't read it yet, I invite you here ) so that, dear reader, you can understand the stages that a Development Team usually goes through, in addition to understanding some characteristics found in each stage. Let's move forward!
Identifying the Development Team Stages
The following stages are applicable both to the context of a Scrum Team (PO, SM and Development Team) and to the context of a Development Team only . However, since the initial proposal of this post is to restrict itself to the boundaries of the Development Team, with all due respect, I will concentrate its scope on the aspects inherent to this role.
Another important point to consider is that any organization whose main objective is to continually improve customer satisfaction (customer satisfaction index), in order to transform satisfaction into revenue , should basically be mandated to pursue a balance between two pillars, that is: 1) the systematic improvement of its services through models and methods and 2) the constant improvement of the level of training of human capital , thus ensuring maximum excellence in the services provided.
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Formed
For those who have heard of Tuckman's Ladder , they will certainly have a better understanding of this and the next stage. In this stage, which every Team must go through, members usually share their experiences , the technologies and tools they know and master, and take the opportunity to identify things in common. Often at this stage, more senior members clarify doubts and present the challenges of the product or project . It is also worth mentioning that teams that are physically distributed are not exempt from going through this stage.
A great technique to apply at this stage, and not miss the opportunity to inspect the Development Team's skills, is to “run” the Competency Matrix. Without going into detail, this technique aims to map everything that a multidisciplinary Development Team needs to know and/or master, to build software increments, versus the level of knowledge that each member has regarding the mapped items.