Agile development process: how to focus on growth instead of micro management

Having the operations or technology role very often means that you need to step into the process and take more control. Even if you have the person who is in charge doesn’t help you – in fact, this might the reason why you have to step in periodically.

More control and trust for the team


In case you are not able to trust the development team, and you have to deep dive into the details of every task, maybe you should change the strategy? Explain to people what you want to achieve, discuss all together different ways to achieve that, and decide about the best way for you, considering the time (and so the project budget) and technology (if it does not create the technical debt). Transparency and communication with your team is the key.

Better transparency


If you have better transparency over the agile development process, product, and schedule you can make a better decision about how much you have to control. Transparency does not mean that people will tell you every day what they have done or plan to do, but it means that every time you can step in and see the real progress. Kanban board on the wall, JIRA, other issue trackers are the perfect way to control transparency and progress, not people. Less time to get a clear overview, means more time for your work on strategy and growth.

Not only the team augmentation


You might think about augmenting the development team to outsource the work or increase the team’s capacity. The good model is to have the integrated nearshore team facilitated by the person on the vendor’s end. In case you don’t have the product owner or project manager expected to manage the team on a daily basis, it may allow your people to focus more on product development.

We see that many organizations are on a different level of implementation of an agile way of work. To start well, it is good to implement a well-designed onboarding process. All parties should be aligned not only with the expectations but also the right measurements (e.g. team performance, velocity, capacity etc.), the right process, and communication routines (e.g. daily meetings, planning) from the beginning.

Onboarding needs some time


Think about how much time you give the people you hire and compare that to the expectations you set for the augmented team. If you expect to have the team working at a fast pace starting from day one, it’s an unreal expectation. Instead of that set the goals and measure if the team is on the track. Expect they will increase the capacity in 4-8 weeks, and just let them work. Not being afraid that the beginning is not going well, will help to focus on more important tasks like those related to business value or roadmap.

Focus more on business growth while the facilitated team of your vendor delivers well-prioritized tasks and more business value.

Learn more about augmented team onboarding objectives

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