Post by account_disabled on Mar 6, 2024 0:17:04 GMT -6
The stage of forming a team. Every team begins when a group of people come together sharing some common goal. Storming is the “storming” stage of a newly formed team. At the beginning of the work of a newly formed team, it is common for there to be confusion about how the roles interact and work both individually and collectively within the context of the group. Norming is the normalization stage after the “storm”. At some point, the balance between the different roles Country Email List within the team must be established. This is the period of normalization and it is here that things begin to move more naturally and people clearly see the importance of their work for the collective. Performing is the performance stage of a normalized team. This is the moment of “glory” where results begin to appear on a large scale and within or beyond expectations. Adjourning is the interruption stage. This moment must come for every team, whether through a drastic change in people or through the postponement, suspension or termination of the objective to which the team was committed. Knowing this, we can look at the team from a more critical perspective and understand, in fact, what its level of maturity seems to be.
However, what are the points that separate the expression “any team” from the expression “agile team”? Simple, just combine tuckman's concepts with the principles covered in the agile manifesto and find the level at which your team best fits . The first point of attention, however, is to involve everyone on the team in a collective discussion so that everyone can contribute in some way . Furthermore, and thinking about the union between tuckman and the agile manifesto, we can provide clarity on some factors that lie between the lines and obtain a good result, as presented below. How to complement the tuckman model with the principles of the agile manifesto? Forming: every team begins when a group of people come together sharing a common goal. If this is a small group made up of people with different technical skills, then we have a good indicator that this is an agile team in formation , as recommended by scrum . Storming: at the beginning of the work of a newly formed team, it is common for there to be confusion about how the roles interact and work both individually and collectively within the group context.
Self-organization at this moment is a challenge, but also one of the most powerful principles of agility. Norming: at some point the balance between the different roles within the team must be established, this is the moment of normalization and this is where things start to move more naturally and people clearly see the importance of their work for the collective. If people work together daily, even with differences in roles and responsibilities, then normalization should not take long to arrive. Performing: this is the moment where results begin to appear on a large scale and within or beyond expectations. Performing should not be a problem with: motivated individuals; face-to-face communication; constant reflections on the effectiveness of the work; and periodic adjustments in people’s behavior. Adjourning: this moment must come for every team, whether due to a drastic change in people or the postponement, suspension or end of the objective to which the team was committed. This can even happen with agile teams. To further help with the process of understanding and framing your team's maturity level, there are some assessments (self-assessment tools) that can be very useful.