Wie jongliert man mit mehreren agilen Teams?

Sharing the vision and goals for your teams is crucial regardless of what are you working for: Program, Portfolio, Product. This allows everyone on the team to clearly see where we are going and understand whether his/her personal objectives are aligned with company goals. When people in a social group want almost the same thing, they can cooperate effectively. Good leaders must take this advantage and build on it.

Juggling multiple Agile teams is like managing a circus. To keep everything spinning, focus on: Clear communication: Ensure everyone understands their roles, responsibilities, and dependencies. Standardized processes: Implement consistent practices across teams for efficiency. Regular check-ins: Schedule regular meetings to track progress and address issues. Prioritization: Focus on the most important tasks and allocate resources accordingly. Empower team leaders: Delegate authority to team leaders to promote autonomy and efficiency. By following these strategies, you can effectively manage multiple Agile teams and ensure project success.

In most organizations I enter, they do have a vision and goals yet not aligned with everyone. The first thing I do with any client is ask them what is the vision and mission of the organization/ company. Then ask about the associated Goals/ objectives and start from there asking how these goals contribute to the vision and how do they see themselves fitting within the overall business schematic. From there the alignment happens as when you ask anyone down the hierarchy about the vision and goals hardly any one knows or is able to list them. People are aware of how they do their job and what they're doing but don't know why; they know enough just to get them by their performance reviews.

To juggle multiple agile teams effectively, I prioritize clear communication and strategic alignment across all teams. I ensure each team understands the overall goals and how their work fits into the bigger picture. Regular synchronization meetings, such as Scrum of Scrums, help identify dependencies and address potential blockers. I delegate responsibilities appropriately, empowering team leads to manage their teams while I focus on providing guidance and removing obstacles. By using standardized tools and processes, I maintain visibility into each team's progress and foster a collaborative environment. Continuous feedback loops allow me to adjust priorities and resources as needed, ensuring all teams stay on track.

Effectively manage multiple Agile teams by: Prioritizing Work: Clearly define team priorities aligned with organizational goals. Communication: Establish transparent communication channels to keep all teams informed and aligned. Empowering Teams: Encourage autonomy within each team, enabling them to make decisions independently. Cross-Team Collaboration: Foster collaboration between teams, ensuring alignment and shared goals. Iterative Planning: Use Agile planning techniques, like scaled Agile frameworks, to coordinate work across teams. Role Clarity: Clearly define roles and responsibilities within and across teams to avoid confusion. Regular Sync-ups: Conduct regular sync-ups to discuss progress, dependencies, and potential roadblocks.

In an integrated configuration of Agile way of working environment, most important aspect is to have the big picture presented to all the teams, have the strategic theme clarified, what are the business goals and drivers. Once this common goal, vision and alignment across teams are clarified may be Quarter on Quarter/As required, we can expect a smooth collaboration. Currenly for a large banking client, we are following Spotify Eng. Culture. We have cross fleet syncs every month to discuss on major dependecies, seeking help, request for priorities so that the overall integration of work is not impacted. At the end we should find healthy ways of "Right Communication" at all levels ( Teams->Program->Portfolio>Top Management)

Juggling multiple agile teams requires a strategic approach. First, align all teams on a unified vision and goals to ensure cohesive efforts. Clearly define roles and responsibilities to avoid overlap and confusion. Foster cross-team collaboration by facilitating regular communication and knowledge sharing. Adapt your leadership style to meet the unique needs of each team while maintaining a focus on overall objectives. Additionally, consider utilizing agile tools for tracking progress, regularly reviewing team dynamics, and addressing issues promptly to maintain alignment and productivity across teams.

It’s natural to hit some resistance while introducing Agile into a traditional structure, After all, you’re asking people to shift from a system they’ve known for years.. sometimes decades even. It's like trying to steer a massive ship ! takes time, patience, and a good strategy. I’ve been there, and trust me, it’s not always smooth sailing, but it’s definitely worth the effort. I’ve learned is to approach resistance with empathy. Agile through pilot projects. I use real-world success stories to make Agile relatable and focus on getting leadership buy-in with clear metrics and ROI. Skeptics are inevitable, but I build momentum until resistance fades. It’s challenging, but guiding the shift toward Agile is incredibly rewarding.

Juggling multiple teams requires a mix of strategic alignment, clear communication, and trust in team autonomy - 1️⃣ Aligned Vision - Ensure all teams understand the overarching goals to foster unity and direction. 🎯 2️⃣ Effective Communication - Use tools and practices that enhance clarity and coherence across teams. 📢 3️⃣ Cross-Team Syncs - Regular meetings to share updates, learnings, and align on cross-team dependencies. 🔄 4️⃣ Empowerment - Trust teams with autonomy to make decisions, reducing bottlenecks and boosting morale. 💪 5️⃣ Scalable Frameworks - Implement frameworks like SAFe or LeSS that are designed for managing multiple Agile teams. 📊

Clear roles and responsibilities are vital for managing multiple agile teams effectively. They prevent confusion, encourage accountability, and optimize efficiency by leveraging individual strengths. In the dynamic world of agile development, well-defined roles are essential for navigating shifting priorities and ensuring seamless collaboration among teams.

Despite this, the Agile Manifesto states “Individuals and corporations are more important than processes and tools”, systems with several agile teams win when they have well-defined processes with distinct constraints. "Over" doesn't mean "instead", and when you have deal with several teams it will be better to define complex processes as a flow (e.g. UML flowcharts or BPMN notation) and describe roles using Responsibility Assignment Matrix (RAM) (e.g RACI or DACI)

Do NOT do this. Defining the domain of each team is great and very effective at building expertise. Trying to create a RACI or similar definition of roles within the agile team does not encourage cross skill building, collaboration across the teams. The teams should define their own ways of working with each other based on their skills, guided and helped by coaches and others to be able to deliver value to the government.

A mature agile team doesn't need RACI. They need a properly defined goal. It's a team play and they align themselves according to the goal.

Juggling multiple Agile teams requires strong leadership, organizational skills, and a focus on communication. This is where many Agile leaders struggle when they don't define clear roles & responsibilities Clearly define expectations for collaboration, communication, and information sharing between teams. Have regular Scrum of Scrum or coach sync meetings with team leaders to discuss progress, identify dependencies, and address any roadblocks. Use a central communication platform (like a MS teams ) to facilitate information sharing and collaboration across teams. Establish a prioritization framework to help teams prioritize tasks and features within the context of the overall program goals.

I have found that clearly defining roles and responsibilities within each team is vital. This clarity helps in avoiding overlaps and ensures that everyone knows their specific duties and contributions. By setting clear expectations, teams can work more efficiently and independently.

Define and communicate distinct roles and responsibilities for each agile team. Clearly outline expectations to prevent ambiguity and potential conflicts. This clarity enhances team efficiency and effectiveness, as each member understands their specific contributions to the collective goals.

RACI might gather dust, but DACI isn’t a silver bullet either. The key isn't the tool; it’s how you use it. Clear roles and responsibilities are crucial, but don’t get bogged down in matrices. Focus on clear communication and accountability. Agile is about adaptability, not rigid frameworks. Keep it practical, keep it flexible.

One of the good examples is the Community of Practice (CoPs) from Scaled Agile Framework (SAFe). It's an organized group of people with a common interest in a specific business or technical area. If you have several people in your organization who share the same professional interests but work in different teams or departments, you can bring them together. Moderate the first several meetings: encourage collaboration and interaction. If done correctly, you will see that this community can exist on its own and become a source of improvement.

While tools like OKRs and VSMs are valuable for visualising goals and value streams, fostering open communication channels across teams is equally important. This can involve regular cross-team meetings, shared communication platforms, and liaisons or Scrum of Scrums meetings to address dependencies and impediments. This encourages a culture where teams learn from each other and collaborate on solving common problems can be more effective than just focusing on tools and methodologies. This includes sharing best practices, lessons learned, and success stories across teams.

Facilitate regular collaboration sessions between teams to share insights, challenges, and best practices. Utilize collaborative tools and establish communication channels to encourage the exchange of information. Cross-team collaboration enhances synergy, reduces duplication of efforts, and promotes a culture of shared learning.

Managing multiple agile teams isn't a circus act. It's about setting a clear, overarching vision and then getting out of the way. Use Scrum of Scrums, Communities of Practice, whatever – but the real trick is in fostering a self-sustaining ecosystem where teams naturally align, communicate, and innovate. Reward those who bridge gaps, not just those who excel in their silos.

Use SAFe and other scaling methods. Keeping multiple agile teams moving smoothly is like conducting an orchestra – everyone has their part to play, but they gotta be in sync! Encouraging cross-team collaboration is like building bridges. Organize regular knowledge-sharing sessions, or create channels for teams to connect and ask each other questions. By helping teams work together, you'll avoid silos and ensure everyone's on the same page, creating a symphony of agile awesomeness!

Cross team collaboration in a agile teams of team environment like Scaling Agile is important for successful synchronization and significant business value delivery. Every scrum events and ART / train events are an opportunity to foster cross team collaboration. Communities of practice in SAFe / Chapters / Guilds in Spotify are good examples of teams formed to foster collaboration For managing multiple teams, explore Scaled Agile Frameworks (SAFe) or LeSS (Large Scale Scrum) that provide guidance for coordinating work across large teams. Focus on Outcomes by shifting the focus from individual team output to overall project outcomes.

To manage multiple Agile teams effectively, foster cross-team collaboration by establishing shared goals and communication channels. Create communities of practice for knowledge exchange and problem-solving. Encourage regular meetings and use digital platforms for continuous interaction, promoting a culture of learning and improvement. This approach enhances cooperation and drives collective success in Agile environments.

When we talk about juggling between teams, its safe to say that the role is either of a product owner (where more than 2 teams are working on the same product) or a scrum master who is responsible for 2 or more teams or an architect, coach or similar role. What is the need to juggle if teams are aligned to the Product Vision and know the “WHY” behind what is being done? Juggling would be needed when there is less of balance, coordination and feeling of ownership between teams. It could also happen when there is a shortage of resources, infrastructure which needs to be dealt with in a different way.

Don't forget to encourage others to be a leader. If you lead several teams with tens and hundreds of people, you will not have enough time to pay much attention to everyone. So encourage the autonomy and leadership potential of your teammates, and they will stand side by side with you in achieving your team goals.

Managing multiple teams requires flexibility in leadership. I adapt my leadership style based on the specific needs and dynamics of each team. This approach has helped me address unique challenges and support each team effectively. Whether it’s being more hands-on with a newer team or providing autonomy to a more experienced one, flexibility is key.

Recognize that different teams may require different leadership approaches based on their unique dynamics and needs. Be adaptable in your leadership style, shifting between hands-on guidance and providing autonomy as needed. Tailor your approach to each team's maturity, composition, and specific challenges.

It's straightforward: tailor your leadership to each team's unique vibe. One-size-fits-all leadership won't cut it. Be flexible, tune into each team's maturity and needs. Use tools like the Situational Leadership Model, but don't rely on them blindly. The real trick? Listen to your teams, adapt, and keep your ego in check.

Leadership is all about influence and trust. Agile leadership is no different. Leading multiple teams is part of an agile leadership role and as a leader you need to adapt to leadership style to the culture of each team as each team will be at different levels and stages of their agile transformation journey. You may need to wear different hats (coach, mentor, teacher, consultant) with different teams. Whichever style you adapt, you need to root it to the agile values and principals

Each team may have different dynamics, strengths, and challenges, requiring a flexible approach to leadership. Being able to switch from a directive to a supportive role, or from a coaching to a delegating style, depending on the team's maturity and specific needs, can significantly enhance team performance and cohesion. This adaptability in leadership helps to foster an environment where teams feel supported and empowered to navigate their Agile journey effectively.

Recognize that different teams may have different needs and dynamics. Adapt your leadership style accordingly, providing the appropriate level of support, guidance, and autonomy to each team. Empower teams to self-organize and make decisions within their respective domains, while ensuring alignment with the overall vision and goals.

Shared vision and goals, team and process structure, encouraging self-organization, and constant learning are crucial factors in effectively organizing multiple agile teams around one strategic goal.

Don't. Empower the teams. Allow them to identify and remove dependencies. Provide an environment where they can raise impediments and assist in removing them.

Juggling multiple agile teams requires a thoughtful and well-structured approach. It's essential to balance the autonomy of individual teams with the need for overall alignment and coordination to ensure that all teams work together effectively to achieve the organization's goals Regular Coordination Meetings: Schedule regular meetings for cross-team coordination, such as Scrum of Scrums or program increment (PI) planning sessions. These meetings allow teams to share updates, dependencies, and potential roadblocks.

The juggle between multiple Agile teams can be challenging. A few practices can help here. 1) Prioritize your tasks and activities across all teams based on their importance and urgency. 2) Delegate tasks and responsibilities to team members and empower them to make decisions whenever possible. 3) Foster collaboration and knowledge sharing between teams to prevent silos and duplication of effort. 4) Be flexible and prepared to adjust your plans and priorities as needed based on changing circumstances, emergent issues, or new information.

Before everything else, I believe assessing the teams' experience with Agile and related ways of working is of primary importance. Based on that assessment, one can devise the approach to collaborate with these teams. Additionally, every team is different and may need more/less involvement. This structure may help in handling multiple teams.

Juggling multiple agile teams in subsea and renewable energy involves effective coordination. For instance, in wind turbine projects, distinct teams manage design, manufacturing, and installation phases. In grid connection studies, parallel teams focus on feasibility, regulatory compliance, and technical aspects. Using agile frameworks like Scrum or Kanban ensures seamless collaboration, regular communication, and adaptability, enabling successful management of concurrent tasks in subsea and renewable energy operations.

Managing multiple Agile teams should not be about demonstrating the ability to juggle various responsibilities; this approach can create blockers and hinder both team and organizational progress. There is no merit in taking on more than you can effectively handle, as it often highlights limitations rather than strengths. As a leader, your primary role is to empower your teams and foster an environment conducive to their growth and development. Focus on providing the necessary support and resources they need to succeed independently.

This is a very confused question. If this is how to get multiple teams to collaborate, like on a release train, then the advise is probably about right. On large programs, it is necessary to do this. And you have roles who are responsible for this coordinate (RTE, Program Manager, etc). If this question is how to be a manager of multiple agile teams and have them all march together. Don't. The best advise I've seen with regard to Scrum Masters (and it applies beyond just that role) is that you can be a great scrum master for 1 team, a good scrum master for 2 teams, and an administrator for 3 or more teams. When you try to juggle multiple teams, you lose the ability to actually engage in an effective way to grow the team's capabilities.

As a leader empowering them to take extreme ownership and mentoring them along the way is essential! Set a high bar, but pair it with the freedom for them to figure out how to clear it. Be an advocate for helping them clear roadblocks and old organizational impediments that no longer have value or could be re-evaluated. When they need something, have the courage to stand in the storm.

-Time Management: Efficiently managing my time and prioritizing tasks is essential to balance multiple teams. I use tools and techniques like time-blocking and prioritization matrices to stay organized. -Delegation: Trusting and empowering team leads to make decisions has allowed me to focus on strategic oversight rather than getting bogged down in day-to-day operations. -Regular Feedback: Providing regular feedback and conducting retrospectives with each team ensures continuous improvement and alignment with overall goals.