All individuals in the organisation.
‘Agile teams’ describes a team configuration that brings people with the necessary skills to service a specific customer requirement (internal or external) together. Consequently, the teams tend to be multi-disciplinary. Each agile team is responsible and accountable for successfully servicing their customer segment, which requires the team to have a degree of authority. Other popular terms for agile teams are ‘pods’ and ‘tribes’.
Agile teams minimise dependencies and enable teams to work autonomously but remain aligned.
An agile team should be defined by the human skills needed for a single customer problem or product feature. A typical team should be 5-10 team members, what Jeff Bezos calls a 2 Pizza size team. Agile teams should have a clear line of sight of the customer that guides their activities and purpose, including the skills needed on a team. As new customer requirements arise, that might mean upskilling the current team or attracting new talent. For some agile operating models, this is managed by the ‘flow to the work‘ technique.
Another requirement is that agile teams should have the authority to drive progress and make decisions. In some organisations agile teams are self-managing, but most are self-organising with a team leader. Depending on an agile teams’ dependency on other teams, a number of other techniques can help to create alignment and coordinate activities e.g. guiding principles and advice process.
However, in some organisations presets or colleague-to-colleague systems are used to set delivery expectations internally between the teams. In organisations that still operate with managers, the manager’s role is slightly different. Their role is to support the team and because the teams are largely self-organising, meaning that managers can support a large volume of teams. Conceptually this is known as span of support, as opposed to span of control that is used in more bureaucratic organisations.