Agile or ‘nimble’ is the new way to work in larger organizations. Through working with agility also come some complications in team settings.
To work effectively in a team, both in that setting and for the individual team member, it is important to be nimble. It is important how you move within your work tasks.
Below I will outline 12 important values in Agile working with a glimpse of our coaching sessions.

• Client satisfaction through timely delivery of product or software
  The highest priority is client satisfaction, achieved by timely delivery of quality products.

• Changes in requirements are welcome, even later in the processShort cycle work, narrow focus on market demand. In the coaching session I strive for inviting feedback from the client, and challenge you to accept feedback.
  
  
• Functional software is delivered frequently
  Functional software is often delivered in accordance with client agreements. Perfectionists in a team will often want to deliver the end product 100%, while a working product with important information is often adequate. In the coaching session I see to it that bottle necks are avoided in the delivery, and that perfection does not hinder the roll-out of a working product.

• Only functional software determines the advancement of the project
  This is related to quality and its delivery. It is important that there is a continuous flow in the delivery of the product. Focus is central here, as well as the focus of the team in the sprint for delivery of the software. Here, I concentrate on the focus or aims, and that during the sprint these are determining factors.

• Organize projects around motivated trustworthy individuals
  It is all about trusting cooperation in a team. The team needs to feel safe, so that team members will share what are their strengths and will contribute those skills. The input of each individual’s  skills will support other team members. Here I target building trust, and recognizing and effectively implementing each others’ strengths. I teach team members to look back and carry and support other team members.

• Eye-to-eye communication is the most effective (the team is in the same space)
  In the world of IT, offshore outsourcing with only digital contact with team members is common. This makes physical contact with the team, and eye-to-eye communication mostly impossible. In the coaching sessions I address issues like “what challenges are you facing” and “what is working well in the team setting, and what are irritations”. The focus here is less on content and more on process, how well are you working together.

• Simplicity – the art of being able to do far less – is essentialThis relates to holding onto focus, and setting a goal that forms the starting point, and that goal must therefore be kept simple. Again, the purpose is to roll out a product that is live without being 100% ready. I guide the team by learning to say NO. Learn to assert what you can do and what you will not. This also determines the actions in the sprint.

• Develop a pace that can be maintained for a long time
  Critical is to be able to work in a healthy way. Doing something extra is fine as long as it does not become part of the structure and result in burnout. I provide insight in how you can recognize this and alert your team, and what you can do as a team to prevent this.

• Close cooperation between business and developers on a daily basis
  The constant two-way flow of feedback is necessary. Thus, you require the ability to both provide and receive feedback.
  I guide the team to take a step back to allow two steps forward later. Consider several teams in a given project where another has to be given priority. The lesson here is that you learn to look back.

• Continuous eye on technical quality and sound design
  How can you make sure that time constraints do not influence the quality of your work? Time pressure can endanger quality. In the coaching we learn to maintaining quality and a focus on saying ‘no’.

• Self-directed teams provide good architecture, design and requirements
  This relates to letting go of control, autonomous work, taking responsibility for your tasks, trusting that the team will deliver the quality requested.
  In the coaching I guide in gaining work-related trust and the importance of open communication, and the receiving and giving of feedback. Making mistakes is ok, especially if you learn from it.

• Constant adjustments in changing circumstances Here, my focus is on Agility. Because of constantly improving technologies things go ever faster. You can accommodate changes, but be aware of your values that will not change, like your talents and personality, values that you can use as anchors during times of rapid changes. In the coaching you will discover how to navigate without losing yourself, internal leadership and staying in the driver seat.

Content of teambuilding

In this three hour  teambuilding session Inside Outside Coaching offers: