Ok, so you’re about to start your project and you look toward your resourcing department to get new team members to join the group. You realize quickly, that you want to be sure you can foresee whether or not your colleagues will allow for creating something great and interesting. As you proceed with introductions and discussions, you start to wonder how soon your agile team will reach its fullest potential regarding synergy and the related benefits of reaching that high point.
Team Synergy is NOT instantaneous
We must consider that everyone can learn to get along and get the project from start to finish with a deliverable that all stakeholders expected, like a well oiled agile supply chain. Office politics aside, there will be those that have their own hidden agendas, clique mentality and those who will want to do things their “own way.” This of course means they are not team players, but I’m speaking to those who like what they’re doing and prefer to do things as a team. Fundamentally I’m referring those who are professional-minded.
What does this mean for an agile team even with a good set of skills and capacity to deliver? Stages that all teams must undergo over time, regardless of each member’s level of maturity or project methodology you use, it will happen in the same order as the following:
1. Forming: This is the initial stage, and it’s the easy stage. It simply represents the team members getting together, being formally introduced, and everyone getting to know one another.
2. Storming: This next stage is where everyone starts to flex and see what their colleagues are capable of, but also where boundaries are set, whether implicit or explicit. It’s where everyone identifies with their strengths and makes sure everyone knows what their area of expertise is. This evidently, is the stage where most conflict will occur, and as you might guess, is where everyone’s level of maturity will show up. So there will be resistance, and possibly group dynamics that will bend and stretch. A good recommendation at this stage is to get some good agile consulting, agile training courses, or participate in agile games sessions.
3. Norming: This is the stage where the “dust settles from the storm.” Everyone recognizes their differences, and moves to agreement whether pleasant or not, but they work to understand and trust each other’s area of expertise, despite disagreements in certain areas, they take on their roles within the group.
4. Performing: This is typically the final stage, and it’s where the team dynamics and synergy are at their optimal level. In comparison to all stages before it, this would be the fun stage, and it’s typically where you want to keep the agile team intact, motivated, and contributing. Soon after this stage, we would typically adjourn as the project ends. For the best interest of your customers, you likely would want to keep that team intact from one project to another, unless you’re willing to expect a period of disruption. Depending on how many members of the agile team you switch in or out, the impact and time to get back to performing will vary. The potential results gained from a fully functional agile working team reaching this stage is a considerable asset.
Getting There is a Challenge, Staying There is an Even Bigger One
Consider that all these stages are in constant flux, especially when new members are introduced to the team and it’s regardless of whether or not you following waterfall vs agile principles. Another important factor is the size of the team, the larger the team, the more channels of communication there will be and that increased complexity will extend the duration of those stages. Learning to identify each stage as an agile team progresses will help everyone to understand what types of agile solutions and outcomes to expect.
Another point we should not ignore, is the impression that we are in a later stage, when everyone has not entirely transitioned. That is to say, even if the team appears to be “performing” (something I like to call “pseudo-performing”), they may not have actually gotten past “norming,” possibly from the effects of a few bad apples, or members that just can’t agree to anything.
On a final note, these stages cannot be forced on a fixed or expected timeline regardless of whether or not you are considering waterfall vs agile, but they can be facilitated by an agile business coach, an essential part of an agile team. It wouldn’t necessarily be a formal note to the team saying “hey everyone, we’re in the ‘norming’ stage so let’s move on to the next stage.” Rather it would be along the lines of a statement such as “I can see our tasks are progressing well and there’s no major disruptions, everyone is in constructive agreement, we reached the ‘performing’ stage.”
[Image courtesy of Stuart Miles at FreeDigitalPhotos.net]