Many agile teams have a leader who is responsible for the overall health of the team, and there is a process for identifying what activities a team member can do independently and what activities they can do together. However, I’m always surprised at how many managers and co-workers have no idea which activities are the best for the team at any given moment.
This is an example of how it’s not the number of people in the team who are doing the same thing that matters, but how well they are able to do it together. When you’re starting a team and you have someone who can do everything, but you don’t have anyone who can do anything, then you’ll need to find a way to make sure that they can get along.
While a small number of people are able to do all the major tasks on the team, you need to make sure the rest of the team can also perform those tasks. This is one way to ensure that the team can do the same things at the same level of effectiveness. It makes us think about the nature of success. Its not the number of people who are able to do the same thing the same amount of time that matters.
Agile teams are very hierarchical, with everyone trying to do the same thing. If the number of people who can do the same thing at the same level of effectiveness is too small, then the team will fail. The number of people who can do the same thing at the same level of effectiveness is what will determine whether or not the team is successful.
The problem with success is that it’s too easy to measure. Every minute spent on a task is measured and logged in a very mechanical fashion. For agile teams, success can no longer be measured in hours spent, but in the number of minutes the task was completed. This doesn’t mean the entire team has to work at the same frequency, it just means they have to meet each other half hour early in the morning. This is the same way we measure success in life.
Success isnt the same as success. Success is defined as the product of effort and outcome. In other words, if we spend the entire time in the company being successful, then we have achieved success. But what if we spend all our time failing, meaning we never achieve anything that we set out to achieve? In this case, we have not achieved success.
The opposite is also true. When we have a long-term goal of a project, we don’t just focus on the details, we also measure the effort against the outcome. In other words, if we’re working at a fast-paced pace, we have to make sure we’re doing all we can to finish on time. If the project is going well, then we don’t need to give any extra effort, because we’ve already accomplished what we set out to do.
We use this same thought process when working on our game, and this was exactly how we designed the game. It was obvious that we didnt understand the process of agile, and we wanted to change that. In this case, we changed the process, and went from a linear way of working to a more open-ended approach.
Agile is a method of doing things that are more effective and efficient. This can be applied to a number of things: the design process, developing features, getting the team to work together, and even the code itself. Agile can be used successfully for these three areas, but it is important to note that the process applies to each one of them, and not just the last one.
