One of the 12 principles behind the Manifesto for Agile Software Develop is: At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. This adjustment of behavior can take many forms: from stopping a practice that is not fruitful to simply doing more or less …
Has the team’s daily stand-up lost a bit of freshness? How might you know? See if you can detect any of the following indicators:
No one seems to be listening to anyone else
Someone is giving waaaaaay too much detail
People are just reporting status: “I’ve been doing my job”
Lack of peer accountability
General dearth of energy
When’s the last time you explored the intrinsic and extrinsic motivations that drive you and your teammates?
One of the easiest and definitely most fun ways to do so is to play Moving Motivators!
It’s important to know where you are operating, so you know how you should prepare, how you should behave and what approach you should take regarding measurement and feedback loops. Otherwise you may end up making decisions based on biased or simply inaccurate information.
Teams often experience a breakdown in communication. Sometimes it will be around requirements, or expectations, or priorities. Other elements that contribute to difficulties in collaboration and delivery of value include component silos, and specialization. All of the above can be particularly pronounced with virtual teams.