We have had senior architects with decades of experience and also newbies with 0 experience I firmly believe the software and system world today has a place for everyone As a manager sit with the scrum master and the architect to classify team members depending on skill levels for each item in the backlog Request the juniors that during the forming and norming stages they will be nominated for tasks as they have to learn. While the seniors can volunteer for the tougher tasks, then keep a watch on who is able to crack tough problems and gradually suggest them to pick up tougher problems also ask the juniors to shadow with the seniors so that they also learn Now ensure there are some low hanging fruit category tasks for the juniors too

During my internship, I witnessed firsthand the power of diverse skillsets in a team. I've learned that assigning tasks based on individual strengths is key. It boosts confidence and efficiency of the team. I also believe in encouraging mentorship between experienced and newer coders - it's a great way to share knowledge. One practice I strongly advocate for is discussing big problems and architectural decisions as a team before diving into code. In my view, coding should be the last step, once we're all on the same page and have good understanding of the problem in hand. In my experience, this combination of strategic task assignment, mentorship, team discussions, and code reviews really helps make the most of diverse coding skills.

I make sure everyone is involved by understanding each person’s strengths and giving them tasks that match their skills. We keep communication open and check in regularly to see how things are going and help if needed. I also encourage sharing ideas and knowledge, so everyone learns and grows together, which helps the whole team contribute effectively.

I am wildly fortunate to be a part of a team where everyone is equally passionate about their individual work. While I am not the leader of the team, we have an amazing leader, and I think he understands leadership in a team like that extremely well. The most important thing in leading a team like that is doing everything you can to ensure the passion and the drive stays, and that you don’t do anything to jeopardize it. If you do, everyone will happily accept new tasks, and look forward to managing their time well to get them done. This is especially true in open-source projects. A team with no drive is like a car with no engine. It just doesn’t go anywhere.