The common benefits of collaborative agile practices include:
- Better product quality
- Higher customer satisfaction
- Improved team morale
- Greater team cohesion
- Lower risk of complete project failure
- Productive mentoring relationships
What prevents it
Team collaboration can fail to produce the desired results if it isn’t oriented around specific goals. As Sunil Mundra, Principal Consultant at ThoughtWorks and the author of Enterprise Agility - Being Agile in a Changing World, notes, "blithely implementing change, just doing it" can create the illusion of agile without the impact.
“There's nothing wrong with starting that way - there are processes and ceremonies that are there to implement - but if you just do that the inertia that is still there from the systemic issues in the organization will overpower any green shoots you create at the team level, and you’ll be back to your original state,” he says. “If you don't understand the 'why' of what you’re doing, it's not going to give you any benefit.”
The other major threat to team collaboration is excessive hierarchy, which can stifle the open dialogue that needs to underpin it. “A lot of organizations are very much power struggles, which affects people's ability to deal with honest communication,” says ThoughtWorks Chief Scientist Martin Fowler. “That doesn‘t work at all with agile, which demands a much greater degree of transparency.”
How to make it happen
- Emphasize the importance of shared values
- Establish clear, common goals for teams to work towards
- Highlight the links between team collaboration and high performance
- Give teams the space and autonomy to fail, and learn
- Promote team bonding to build trust, motivation and momentum
- Embed agile practices to enhance communication and connections
Key technology drivers
Team collaboration may be viewed as a ‘soft’ concept, and any cross-functional team will include non-technologists. Yet at the same time, the realities of digital business and the pace of technological change mean collaboration-based development has to be rooted, to at least some extent, in ‘hard’ technology skills, capable of supporting processes like rapid prototyping and dynamically solutions in response to user feedback.
"This is specific to the software world but there are parallels in the non-software world as well," Fowler explains. “Organizations are not giving the necessary attention to things like testing and development, refactoring and discretion, or the specific technical skills in their area. These really enable the shift between the first and second levels of the Agile Fluency Model, where technical expertise is required to get you to the levels of productivity and effective execution you're trying to attain."