Agile Team Relationships

Gil Broza specializes in increasing organizational agility and team performance with minimal risk and thrashing. Dozens of companies seeking transformations, makeovers or improvements have relied on his pragmatic, modern and respectful support for customizing agile in their contexts. His book "The Agile Mind-Set" helps practitioners go beyond process and adopt a true agile approach to work. His book "The Human Side of Agile" is a practical book on leading agile teams to greatness. These days, several of the world's largest organizations are having him train hundreds of their managers in technology and business (up to VP level) on practical agile leadership. Get Gil's popular 20-session mini-program "Something Happened on the Way to Agile" free at OnTheWayToAgile.com.

  Agile   Talent Management   Teams   ProjectsAtWork  

In part two of our Human Side of Agile series, we describe a team leader’s relationships with each role player on the project, including delivery team members, the product owner, stakeholders, sponsors and functional managers.

In our second article in a five-part series excerpted from the new book The Human Side of Agile, we describe the Agile team leader’s relationships with each role player, including delivery team members, the product owner, stakeholders, sponsors and functional managers. Part One looked at the Agile team leader’s responsibilities.

In the traditional organizational model with a command-and-control structure, project leaders communicated to the team members what the organization wanted them to do. Communication went mostly downward and through you. By contrast, in the Agile framework, you also communicate to the organization what the team needs from it. Communication is now mostly upward. You no longer serve merely the organization; you mostly serve the team.

So what then is your relationship with the team and each role player on it?

With the Delivery Team

In a well-functioning Agile community, you would be most effective as their servant leader. This has several aspects, a number of which may feel uncomfortable or confusing.

Since the team is cross-functional, some (if not all) members do not report to you. And …

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