Category: Agile Project Management

When teams first start agile development, little has changed, other than perhaps more meetings on the schedule. They may still operate separately or limit their interactions with customers. You might see the work break down into waterfall kind of tasks, then design user stories, then build stories, then test stories. Therefore, the “Agile Teams” are agile in form when they just walk around without understanding or accepting agile principles and values. Teams become agile when they think and act in line with agile values and principles.

A self-managed team is a group of employees who are responsible for all or most aspects of producing a product or service. The self-managed team is the basic unit of the new horizontal organization. Self-managed teams are an outgrowth of the earlier team approach.

“A Cross-functional teams have all competencies needed to accomplish the work without depending on others not part of the team” — Scrum Guide. In contrast to the component team approach, a cross-functional teams are groups consisting of people from different functional areas of the company. — it should be formed not only with technical specialists (Back-end, Front-end developers, QA engineers, etc.) but also consists of members like Business Analysts, Marketing and UX specialists or anyone else taking an active part in the project.

Whether a team is developing a product or a project, we need to answer the question “When will we be able to finish it?” , or how far we will be able to go at a certain point in time, so as with traditional development models, we need to estimate the workload before we start the project. Agile estimation is the process of estimating the effort required to complete a priority task in the product backlog. This effort is usually measured in terms of the time required to complete that task, which in turn leads to accurate sprint planning.