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Agile teams turned the project management world upside down. When it first emerged, the agile methodology set a new vision for solving common people-software challenges. Project managers were heavily concentrated on deliverables and often forgot to factor in human behavior and environmental impact in rigid project structures. It became obvious that in the unpredictable digital world that’s growing in size and complexity, the simple linear, for instance, downfall work hierarchies just didn’t work anymore.
A common obstacle for software development or any other type of digital product was (and, still is) putting an emphasis on the final product. No one can really blame you for that. After all, you want to make a piece of software, write a blog, or build a mobile app that, when finalized, are set to compensate for the dedicated long hours. Agile teams didn’t quite remove the equal sign between a “product” and a “project”. But they did put a new life into the product development lifecycle by encouraging dense team structures who work face-to-face in proximity.
AGILE DONE RIGHT
Agile team structures brought everyone on board in tight connections. Everyone on the team, including business people and developers, actively interacts by implementing continuous feedback into the final goal – creating an excellent product. When done right, agile teams capitalize on the solid team cohesion, reaping benefits from team mentoring, role clarity, and clean processes. The agile team structure is about what people bring into projects and products, and not the other way around. There is a lot of experimentation, a constant trial and error process, which requires immediate decisions to keep the process moving forward. Everyone relies on a heavy information flow to make decisions. “This shifting decision-making process reminds me of a recent apple purchase I wanted to make”, says Manuel. “I was on my way to grab some coffee before an important meeting and noticed a stand with nice organic apples which cost $2.34 per pound. It just dawned on me that I was hungry. Wanting to spend the $5 change I had on me and manage the meeting on time, I juggled between several unexpected decisions. I wanted to do everything in less than a minute, as well as ditch the small change in my pockets and avoid carrying the apples with me (I had to walk a few more blocks!). I knew that If I asked the salesperson to measure the right amount of apples for $5, I would have turned into the impossible customer. So, I had to let go of some of my needs and expectations and ended up with some coins in my pocket.” “This tiny balancing act took only a few seconds, but it was a useful small-scale analogy to the decision conundrum most agile team members face on a daily basis.” The iterative process for building digital products of agile teams turned out so good that expert teams work using the agile methodology in 71 percent of today’s digital organizations.
OBSTACLES AGILE TEAMS FACE
However, though agile teams self-organize, they still need to stick to some workflow. As distributed work became a growing factor of importance for digital products, agile’s physical restrictions, process dynamics, and accent on the “here and now” product development mentality started to interfere with the language barriers, organizational culture, and talent distance. It’s almost impossible to be agile when your iOS developers from Hyderabad do their best work at 10 am while you are dozing in heavy sleep in the wee hours. So – yes. Agile teams motivate. They are dynamic, responsive, and create bite-sized digestible goals for team members. But they often fail to respond to the quickened pace of today’s product development world in which clients are spoiled for choice. They ask for fully-managed services from expert teams and they want it now.
WHEN AGILE GOES REMOTE
Most agile teams today work remotely. They lack the time to synchronize across the team as members are located in timezones hours apart. Moreover, many digital organizations manage more than one team. Remote agile teams lean toward workflows, which can disregard people thrown into the mix. They need new digital structures because of factors that were dormant while they dwelled locally. A developer working on a remote agile team constantly explores new ways of doing things by keeping the final goal in mind. Often, each member’s personal goals get scattered across multiple geographically-dispersed projects. And when the individual steak is of low value, members tend to lose resolve and dedication. Instead of setting healthy limits, agile team structures become a burden for remote workers. This over-structuring is one of the reasons why there is a clash of agile culture and business philosophies in modern organizations. And maybe, this is the reason why the U.S government lost over $32 billion on failed IT projects in 2017. Large organizations get sluggish. They cannot manage agile teams easily. They are lethargic and lack the resources to gather fully-managed teams in a short time in order to implement fast-track changes. These are only a few examples in which pre-specified plans and product roadmaps can trip people. People are irrational and often led by motives undetectable by computers. They adjust their behavior depending on the interaction they have with the world. They learn and grow. They unexpectedly drop from a project and jump to a new one. And the team needs to be prepared to gather forces and absorb the hit in order to stay on track. If you’ve ever tried to post a job on a remote work platform you know how difficult it is to scale on-demand agile expert teams from the global crowd. There are just too many boxes you need to tick to create an on-demand expert team. Instead of building team cohesion, remote agile teams often fall apart. People make errors of judgment. They are whimsical. A workflow can never predict all contingencies and outcomes. A digital world infected with human unpredictability requires setting flexible goals and adapting to concurrent processes as they happen. Loosely-managed and adaptable teams perform better than those with a strong hold of the reins. This is why we introduced flash teams.
WORKING REMOTELY WITH FULLY-MANAGED FLASH TEAMS
Agile teams are already adapting. They leave some of the rules of process and physical closeness requirements in the past in order to encompass global workforce resources and measure up to the expanding client requirements. With flash teams, the importance of projects, products, and processes extends to people even further.
BENEFITS OF HIRING A FLASH TEAM
Here is why expert flash teams are the future of remote work:
1. ON-DEMAND, ON-SCREEN AGILE TEAM STRUCTURE
Flash teams are based on computational crowdsourcing. Instead of relying on closeness and face-to-face communication, team members share and get familiar with each other in the online space.
2. REDESIGNED WORKFLOWS
Strict workflows inhibit team members in finding new solutions. For example, a developer who doesn’t follow a strict workflow can implement a new feature idea into an application only because he is not bound by pre-specified workflow rules. Flash teams bring loose and adjustable organizational structure.
3. EMERGENT PRIORITIZATION
When time is running out, the specific agile structure allows remote teams to choose key tasks and collaborate until the work is done.
4. FEWER MISTAKES
Because of the lack of constraints posed by workflows, structure, and processes that must be followed to the letter, flash teams are capable of amending key deliverables before it is too late. They notice mistakes and are able to act upon them.
5. FULLY-MANAGED TEAMS
Flash teams are role-based and adaptable. They can set informal deadlines and adjust them when needed without losing on opportunities only because they have to stick to a strict product roadmap. Flash teams solve a big crowdsourcing problem. They allow teams to revise previously set rules in light of new emergent opportunities. Flash teams evolve along with the environment. They don’t only survive but are able to thrive and respond to the ever-changing circumstances of the product development lifecycle. Flash teams get things done faster. Flash Hub’s can help you build an amazing digital product with your own flash team. There is no need to hire an HR professional to hand-pick members. We do it for you. If you are ready to leave HR hassles into the past and get your vetted, fully-managed expert team, FlashHub.io is waiting for you!
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- Agile Project Success and Failure (The Story of the FBI Sentinel Program)
- Expert Crowdsourcing with Flash Teams
- No Workflow Can Ever Be Enough: How Crowdsourcing Workflows Constrain Complex Work
- Unleashing the power of small, independent teams
- Get Things Done With Smaller Teams