What are the best models for cross-team collaboration in agile projects?

1 Component teams

Component teams are teams that focus on developing a specific part of the product, such as a feature, a layer, or a module. They have high technical expertise and autonomy, but they also need to coordinate with other component teams to integrate their work. Component teams can be effective when the product is complex and requires specialized skills, but they can also create dependencies, bottlenecks, and silos. To avoid these issues, component teams should follow common standards, communicate frequently, and use tools that support integration and testing.

2 Feature teams

Feature teams are teams that deliver a complete customer value or user story, regardless of the components involved. They have high cross-functional skills and flexibility, but they also need to share the codebase and the architecture with other feature teams. Feature teams can be effective when the product is simple and requires fast feedback, but they can also create conflicts, duplication, and technical debt. To avoid these issues, feature teams should follow agile practices, such as refactoring, code reviews, and continuous delivery.

3 Hybrid teams

Hybrid teams are teams that combine elements of component and feature teams, depending on the situation and the needs. They can adapt to changing requirements and priorities, but they also need to balance the trade-offs between technical excellence and customer value. Hybrid teams can be effective when the product is neither too simple nor too complex, and requires both innovation and stability. To avoid confusion, hybrid teams should have clear roles, responsibilities, and interfaces, and use a common language and vision.

4 Matrix teams

Matrix teams are teams that have multiple reporting lines and belong to more than one organizational unit, such as a functional department and a project group. They have high diversity and exposure, but they also need to manage multiple expectations and commitments. Matrix teams can be effective when the project is cross-disciplinary and requires collaboration across different functions, but they can also create ambiguity, overload, and power struggles. To cope with these challenges, matrix teams should have clear goals, priorities, and boundaries, and use effective communication and conflict resolution skills.

5 Network teams

Network teams are teams that are loosely connected and self-organized, and collaborate through informal relationships and social ties. They have high autonomy and creativity, but they also need to align their work with the overall vision and strategy. Network teams can be effective when the project is uncertain and requires exploration and experimentation, but they can also create fragmentation, isolation, and misalignment. To foster cohesion, network teams should have a shared purpose, values, and culture, and use platforms and tools that enable knowledge sharing and learning.

6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?