What makes an agile team agile?
Often development teams declare their move to agile methods and the rest of the team moans.
A team will at times define agility as a lack of documentation or perhaps a rev-up in pace. They begin to measure themselves by velocity within a sprint. The test teams now face compression in testing and scramble to complete a “best effort” test cycle. At times, agility is translated as face-to-face teams that come together each morning to divvy up the work. They meet in a scrum, determine who will develop which backlog items. They decide who will test what code, and then go about their work. In reality, the process becomes what some will agile-fall.
The pace is ramped up, and good code moves on to production in short order. And then the team waits for the rest of the company to catch up.
We as leaders need to establish an environment in which agility spreads through everything we do. We need to
change the behaviors of the entire company. Teams and departments need to learn how to trust one another. The organization must come together to plan and prepare for open and honest communication. Our human resource policies need to reinforce the behaviors we desire “as a business” rather than accepting pockets of agility.