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Group Discussions Don't Replace One-on-One Communications While there's a place for more leadership involvement, I certainly wouldn't replace one-on-ones with larger meetings. Especially in IT, this can be counter-productive for a number of reasons such as: IT often attracts introverts, who may not do well in larger meetings. Company leadership is often (...


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I have no academic backing on what I am going to write as my answer here but am drawing on my experience plus my own predicted reaction if I were a subordinate meeting with my boss and his/her boss. I can only imagine that the discussion would be a complete waste of time because the politics of such a dynamic would require all three of us to be on our most ...


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On Tuckman model, do teams using Agile frameworks mature faster in comparison to teams using Waterfall? Theoretically, yes. Practically, it's never that simple. You could think about the Tuckman model as a chemical reaction that the team needs to pass through and eventually reach a mature state in which the team performs at its best. And chemical reactions ...


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The Tuckman model was solely based on observations made on teams. There is no comparison between the types of work, types of teams, industries, methodologies, framework and how any of those things might produce different results as a team matures. Also, I recall no discussion on how to "speed" up the maturity level and that these observed ...


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I'm going to make an assumption that you mean Scrum. One of the common differences that you'll encounter as it relates to teams is that Scrum and some other frameworks and methodologies that fall under the Agile umbrella require or encourage long-lasting consistent, self-organizing teams. On the other hand, though it is not inherent in waterfall approaches, ...


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I'm curious as to why you're splitting into three teams rather than 2. On the surface, I see two types of work: ongoing product work and integrations. The ongoing product development includes proofs-of-concept for complex features, "regular tasks", and production support. If you have a sufficiently high-quality product, the vast majority of this ...


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I'm saddened to see all the responses suggesting some easy exit or simple solution involving some part of continued stifling of the team member. As previously stated, you must get those working agreements authored and committed to by the entire team via ceremonies intended to generate the agreements. From there using your Agile Practices, it's critical to ...


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