Tuckman’s Theory
For most team members, this process begins as the team forms. The formation stage happens when a team assembles for a specific purpose or project. This can include members who have previous experience together and are adding new members, or a group of people who have never worked together before. In the beginning, there may be some disagreements between team members. Inevitably, team members will work through the disagreements to achieve their mutual goal. As time passes, overcoming these differences results in better cohesion between members. This improved cohesion yields better performance from the team.
Developers often experience the stages of Tuckman’s Theory in some specific ways. Soon after the team forms, developers may be criticized for taking too long on tasks, producing code with errors, or failing to fix problems. Many of these problems are less on the individual developer and more on their interaction with other developers and other roles on the team. As developers learn each other’s styles, they can work more effectively together on the same code. They also begin to think more like the testers and analysts on the team. This yields better communication, and fewer problems between roles. As developers learn their team, they work more effectively. Teams that have consistently worked together begin to outperform new teams that first come together.
The self-organizing teams of Scrum often work more efficiently than mandated teams, but this practice is not without issues. Each role must be able to work with the other roles, developers included. There are often hurdles that new teams must overcome. As the same team members work together, however, Tuckman’s Theory suggests that they become more efficient and cohesive to better handle new features and requests.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios