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Team composition and performance can be engineered. Thereby, the context can be designed so that a group of people can be led into a high-performing team. This context must focus on establishing shared experiences and responsibilities, rather than relying solely on team-building exercises.
Second installement of the How to interpret Velocity to improve your agile team productivity.
This article will detail the information contained in each metric and how to use it to improve team productivity.
Velocity is a commonly used metric in agile teams. It is a great metric due to its apparent simplicity. However, I often see teams drawing the wrong conclusions for the metric, which results in decreased productivity.
This post is the beginning of a three-part series to convey my understanding of how to make sense of the information that velocity, as a metric, can provide to an agile team. And use this information to improve the team’s productivity.
Paper of the Month: Interpretative case studies on agile team productivity and management.
Three topics that affect productitivy:
* Developer turnover
* Team Design
* Inter-coordination factors