Stable Teams – Option 2

Stable Teams

“Bring the work to the team, don’t pull the people to the work.”

Overview

Stable Teams are formed to exist for the long term, over different initiatives and projects. Keeping the teams stable allows the teams to improve over time and become high-performing. Stable Teams result in more productivity, predictability and responsiveness.

A Stable Team is a cross-functional group of Individuals that have all the skills, tools they need to design, develop, test and release customer value to production. They remain together intact for the long term; existing for different projects/deliverables and aligned with other teams to deliver end to end customer value. The team co-locates physically or collaborates virtually and works together daily practicing Agile.

The Stable Teams pillar includes Team Design and Rollout, Stability and Allocation, Manager Transition and Communities of Practice and Enablement Teams.

Problems We’re Trying to Solve

  • Slow time to market, it takes too long to deliver
  • Lack of focus, conflicting priorities, and people multi-tasking across several projects
  • Silos, hand-offs and lots of cross-team dependencies
  • Specialized roles and “not my job” mindsets
  • Lack of predictability for planning and unrealistic estimates for when work will get done

Desired Outcomes

  • The organization brings the work to the teams and can effectively plan to capacity as business priorities and strategies change over time
  • Team design provides the right balance between strategic and operational/support work
  • Managers understand their role and create an environment to support high performing teams

Competencies

Team Design & Rollout

Team Design and Rollout is the process of forming Agile Teams and aligning those teams to the work that needs to be completed. This includes determining which types of teams need to be formed, what type of work those teams will be doing, and what roles to fill on the teams.

Stability & Allocation

Stable Teams are long-lasting teams that are different from project teams that are assembled and disbanded as projects are launched and closed out. These teams have dedicated team members and a clear and consistent focus for their work. Work is allocated to these teams according to their capacity, which becomes predictable over time.

Manager Transition

To support and lead Stable Teams, managers must make the shift from a traditional environment of managing for results to creating environments for success.

CoP & Enabling Teams

Stable Teams can grow and thrive with support from Communities of Practice and Enabling Teams. A Community of Practice or “CoP” is a group of people who share a common concern, a set of problems, or interest in a topic and who come together to fulfill both individual and group goals. Enabling Teams support organizational agility and deliver value to the enterprise by working with existing Stable Teams to develop the knowledge, tools and processes needed for optimal performance.

Enabling Measurable Transformations!

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