Are the most important skills/people on the team, at least temporarily?

[suchona.kani.z]

The same agile principles and values ​​help us here as within the teams. It is therefore certainly worth considering using the same agile formats (dailies, refinements, planning, reviews, retros), just at a different altitude and possibly at a different frequency. These formats have proven themselves and ensure that we reliably discuss the right things in the right format at the right time. Here, too, well-maintained backlogs, agile boards (e.g. at epic level for a longer period of time) and useful tools can help us to prepare and conduct the necessary meetings efficiently. In addition, at the management level, it is important to ensure clear responsibilities, authorities and roles. The RACI matrix, for example, can help us here.

cross-team communication
Things become much more difficult when it comes to communication poland consumer email list across teams, as the need here depends heavily on how the teams and their products are set up. For example, are cross-sectional tasks organized through a loose coupling between the teams or is there a dedicated cross-sectional team that is essentially supposed to perform governance functions?

Loose couplings generally reduce complexity and thus also reduce the need for communication. It can be helpful here, for example, to let the software developers decide for themselves within the framework of a Community of Practice (CoP) which components should be developed in a reusable manner and in what way.

A team cut that is geared more towards technical components that do not have an independent product character can also be problematic. This is particularly true if the entire product development is heavily dependent on the interaction of all the teams involved. In addition, such a team cut usually also promotes specialization and thus unwanted head monopolies. It becomes particularly critical when strong team dependencies exist outside the direct sphere of influence of the control level. Or when the control level has to coordinate too many teams at the same time. Since such structural problems can rarely be solved by the teams themselves, they sometimes react with focus times, consultation hours or similar measures.