The best agile practices for an effective team

20 best practices for agile teams

Let’s look at some general practices for efficient and agile management of projects before moving on to the best agile practices to implement each one. You can even get a Agile management certification To learn professional skills. Some of the best agile practices used to create an effective team include:

Some more agile practices for an effective team include –

• Build projects around motivated people
• Transmit face to face
• Form self -organized equipment
• Task prioritization
• Reflect on how teams can become more effective
• Creating the Backward sprint During a planning meeting
• Foster self -organized equipment
• Maintain graphics to monitor progress
• Sprint retrospectives to learn from the previous sprint
• Sprint reviews to present the work
• Launch planning meeting to create a launch plan
• Cross training
• Creation of an ideal agile work space where the team enjoys work
• Establish a sustainable rhythm
• Projected speed estimation
• Always have the customer available
• Creation of spike solutions to reduce risks
• Work together with the client
• Build projects around motivated people
• Transmit information in person

1. Build projects around motivated people

This is, without a doubt, one of the most underestimated practices of agile methodology that implies maintaining confidence and belief to keep team members who adapt to adaptation, collaborate, communicate and achieve greater heights as they advance. Organizations need to promote a culture of growth and minimize distractions to keep the team members involved in the right direction together with the guarantee of non -interruptions for the equipment, the process or the deliverables. Team members must collaborate and obtain their thinking time or my time for reflective and focused development.

2. Transmit face -to -face information

To generate trust and participate positively without any perception, another better important practice of the agile methodology that prevents face -to -face and collaborative communication on traditional methods. Whether it implies having equipment located in a common building or members of the team extended through geographies, having face -to -face communication channels opens roads to deeper ideas, as well as helps build sustainable agile equipment and persistent evolution.

3. Self -organized equipment forms

SCRUM best practices It implies creating deliverables or working around team members who focus, share responsibility, adapt and can self -organize with minimal supervision or without any supervision. Agile propagates the delegation of authority and responsibility for the teams to ensure that they are aware and make decisions to support the general objectives beyond individual aspirations. These teams can quickly acclimatize to critical needs, and comments or avoid traps through reflexive practices and address work “how” is done.

4. TASK PRIORIZATION

Is one of the acquaintances SCRUM daily best practices That the product management function or the company can help teams mature in the path of agility by ensuring that their part of prioritization and detail are carried out thoroughly. To support agile teams in their effort to prosper as a cross unit, self -organized, oriented to the results, innovative and problem solving, the organization must establish a framework that defines the “what” work and keeps it detailed to form to form A healthy product and a sprint accumulation that meets the definition of ready by all means for the agile equipment to be occupied. Having a healthy product portfolio is not only one of the agile best practices of Scrum, but also an important OKR in which an agile equipment is continually evaluated.

5. Reflect on how teams can become more effective

Agile teams must constantly reflect on their ways of working to ensure that the correct set of agile best practices are followed for the effective operation of the equipment and also eliminate friction/processes that can decelerate productivity. Although the teams focus on continuous delivery, they must also reflect on the celebration of victories and improvements that can generate innovative approaches to mundane practices. There are several formats of a retrospective that agile teams can use to master this better agile practice, all essentially address the 3 important questions:

• What did well (what can the teams continue doing)?
• What can be improved (what can the teams stop doing)?
• Key action items (carrying/learning to adopt changes)

6. Creation of the Sprint portfolio during a planning meeting

The product owner presents high priority characteristics in these sessions, and the team answers questions and develops specific tasks for the Sprint accumulator.

7. Promote self -organized equipment

The ability to make decisions and adapt to changing demands is a benefit of self -organized teams. Team members offer their services instead of waiting for the team leader to assign work. This guarantees a stronger sense of dedication and property.

8. Keep the graphics to monitor progress

Burning graphics can be kept updated to monitor development. A burning table draws the remaining amount of work against the amount of time. By estimating when all work will be finished it is quite useful.

9. Sprint retrospective to learn from the previous sprint

This meeting is held to review the most recent sprint and decide what could be altered so that the next sprint is more fruitful.

10. Sprint reviews to present the work

The team shows the elements of the product portfolio that ended during the Sprint during this meeting. A PowerPoint presentation or a demonstration of new features could be used.

11. Release planning meeting to create a launch plan

The main objective of the launch planning meeting is that the development team estimates the number of ideal programming weeks necessary to complete each user’s story. Then, the client determines what story he has the greatest priority for his completion and is the most important.

12. Cross training

Project progress can decrease whether only a member of his team is able to work in a particular area and that individual decides to quit smoking or simply has too much to achieve. Cross training makes your team more adaptable and helps avoid this problem.

13. Creation of an ideal agile work space where the team enjoys work

The following elements must be present in the ideal agile work space:

• Large and legible graphics (a visual reminder of the current state of the project)
• The opportunity to observe each team member (all should be visible in the team’s work space)
• Massive Whiteboards (at least one where developers can share problems and look for solutions)
• A quiet and intimate environment (to relax, work alone or private calls)

14. Establish a sustainable rhythm

A manageable rhythm helps the team plan releases and iterations and prevents overtime.

15. Estimation of the projected speed

The main objective of the Velocity Project is to help teams estimate how much work can be completed in a specific amount of time depending on the speed with which the previous iterations of the same task were completed.

16. Always have the customer available

The consumer must be accessible at all times. It is preferable to designate a client or clients to the development team.

17. Creation of spike solutions to reduce risks

A very basic software to investigate possible solutions is called a spike solution. It helps find solutions to technical or challenging design problems.

18. Work with the client

When the needs and desires are met, expectations are met and the requirements are met, the consumer is happy. Software engineers have devised several methods, short of mental reading, to determine what the client wants and provide it. At one end of the funnel, the equipment often records the needs of the users before delivering the product at the other end with little or no client participation in the middle. An agile team remains in close contact with the client to clarify expectations, work in solutions and present possibilities that had not thought before.

19. Build projects on motivated people

To overcome a demanding development cycle and complete the work correctly, one needs motivation. Agile teams are committed to their work, focused on the laser in the collective objective and school. Agile teams create a fast and predictable rhythm for their work when there is mutual confidence and respect among team members. It is difficult to create an environment where this can happen.

20. Transmit information in person

Agile team members like interactions in person, either arguing a challenging problem with a co -worker or informing about the achievements of the day during a daily meeting. Progress slows down or blocks lost information in an occupied email box or voice email tail. The daily meeting is the only time the full staff meets to discuss any problem that may result in delays.

The best agile practices: Scrum Project Management

Agile Scrum is established as the most widely adopted and successful framework of the agile car that brings Agile’s best practices to a light frame so that the equipment occurs with agility as they begin. These are some of the best best practices adopted by Scrum equipment To reduce chaos:

Effective daily state – The daily stand-up of any Scrum equipment It is not simply a simple scrum ceremony, but also nourishes the team’s scrum process that drives planning, transparency, inspection and adaptation to the team, the client and the feelings of processes. In addition to being an important part of the test practices in effective and effective daily supports, they direct the strategic planning feedback cycle to daily planning.

Planning at all levels – A virtuous planning exercise implies the participation of the equipment at all levels of planning from the understanding of the vision of the product to the review of the road map, the participation in the liberation and iteration planning, and the contribution to the stand- UP Diary of all team members. This encourages team members to be responsible for their activities, while allowing the central principles of the team to define the “how” of doing things.