Balancing Agile Trainer and Coach Roles for Success

In agile development, the necessity to merge teams can arise from various factors, ranging from organizational restructuring to the need for enhanced collaboration and efficiency. When confronted with the challenge of merging two agile teams into one, several complexities emerge, particularly concerning team size, cultural disparities, and divergent tool sets.

Team size plays a crucial role in Agile methodologies, with optimal team sizes typically ranging between 7 to 9 members. Larger teams can encounter difficulties in effectively conducting agile events such as planning, daily stand-ups, and retrospectives. Moreover, as team size increases, sub-teams may form, potentially impeding cohesive collaboration. Each team often brings its own unique approach to agile practices, resulting in disparities in event execution, transparency, Definition of Done (DOD) criteria, and tool usage. In the case of the teams I merged, they utilized different ticket tracking systems and communication tools, further complicating the integration process.

The role the team needs

To navigate these challenges, I initially adopted a trainer approach, providing clear directives on agile practices to establish a common foundation for the merged team. While this approach facilitated a swift start, I recognized the importance of transitioning to a coaching approach to foster team autonomy and ownership over agile processes. Communicating this transition transparently and offering reassurance to team members encouraged open dialogue and facilitated a smoother shift towards a collaborative coaching dynamic.

When facing the challenge of merging two agile teams with differing practices, cultures, and tool sets, the trainer approach provides a structured framework for establishing a common foundation and aligning team members towards a shared vision of agile principles and practices. By providing clear directives and guidelines, the trainer approach offers clarity and direction, enabling the merged team to navigate initial uncertainties and ambiguities with confidence. This approach is particularly valuable in situations where a swift start and immediate alignment are imperative to mitigate potential disruptions and foster cohesion within the team.

Moreover, the trainer approach serves as a catalyst for jumpstarting the merge process, setting the stage for subsequent coaching interventions. By transfer essential knowledge and practices upfront, the trainer lays the groundwork for a smoother transition towards a coaching dynamic, where team members gradually assume greater autonomy and responsibility in shaping agile processes. This phased approach allows for a balance between structure and flexibility, facilitating a gradual shift towards self-directed learning and continuous improvement.

The benefits of the trainer approach extend beyond mere instruction, encompassing the cultivation of a shared language, mindset, and understanding of agile principles among team members. By establishing a common baseline of knowledge and expectations, the trainer fosters a sense of unity and alignment within the merged team, laying a solid foundation for collaborative engagement and collective problem-solving.

Furthermore, the trainer approach offers a pragmatic solution for addressing immediate challenges and concerns, providing team members with practical tools and techniques to enhance their effectiveness in agile practices. This hands-on approach empowers team members to apply agile principles in their day-to-day work, fostering a culture of experimentation, learning, and adaptation.

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Splitting the team

One significant challenge arising from the merger was the need to split the team while maintaining productivity and minimizing dependencies, given that both teams were working on the same product. Splitting the team without proper planning could disrupt communication and workflow, necessitating careful consideration and collaboration with the product owner and team members to devise a strategy for dividing product responsibilities and minimizing inter-team dependencies. This ongoing process highlights the importance of continuous adaptation and responsiveness to evolving team dynamics and project requirements.

Transparency emerged as a cornerstone in addressing the inherent challenges of merging teams. Establishing transparency regarding work processes, objectives, and expectations enabled alignment and facilitated effective collaboration. Workshops focused on refining the Definition of Done (DOD) criteria fostered shared understanding and alignment on quality standards, while regular retrospectives provided opportunities for reflection and improvement, ensuring that agile practices evolve in line with team needs and objectives.

Finally, leveraging the five Scrum values - commitment, courage, focus, openness, and respect - proved instrumental in fostering a cohesive and resilient team culture amidst the merge. By embodying these values and promoting their integration into daily practices, the team cultivated a culture of trust, collaboration, and continuous improvement, enabling them to navigate challenges with resilience and adaptability.

In conclusion, the process of merging agile teams encompasses numerous challenges and complexities, ranging from aligning diverse practices and cultures to optimizing productivity amidst team restructurings. By prioritizing transparency, flexibility, and the integration of agile principles, teams can navigate the merge process with resilience, fostering a culture of collaboration and continuous improvement that drives success in the face of change.