World Class Solution and Innovating Agile Development

Question: After holding your team meeting write an analysis (a minimum 250 words) of the proceedings of the meeting to provide answers to the following questions: 1. How was the focus of the team discussion maintained? 2. How were individual team members encouraged to provide input into the discussion? 3. How was agreement among the members achieved? 4. How were different ideas and perspectives received and addressed by team members? 5. How were the contributions of each team member actively acknowledged and valued? Answer: The main objective of the organization is to uphold the trust of the customers by providing world class solutions and innovating in the field of agile development. The short term goal associated with the objective is to fulfill the demands of the customers by making changes to the process of development at any stage. The long term mission is to retain the present customers and enhance the customer base by innovative agile development practices in the contemporary era. The project for our team was to finalize some pre existing tools in the industry to enter into the realm of agile development (Kratzer, 2003). The SMAT goals for the team was to review the existing tools in the industry and dwell deeper into their feedback available by collaborating with beta customers and companies that manufactured those tools. The mission of the team was to finally come up with some exceptionally innovative and potentially useful tools for the organization to incorporate elements of agile development in the process. Key Performance Indicators are the quantifiable metrics to match the effectiveness of the organization with the set objectives. For the team objective there has to be some KPIs to monitor the performance of individuals within the team and to evaluate their part of the contribution for rewards and appraisals. Some of the KPIS defined for team would be unit reviews that will define the number of tools or softwares reviewed for agile development; time required to complete the tasks that would be mapped with a set deadline pattern for individual tools and the number of reviews gained; customer referrals that would include a stage of beta customer review for the tools selected in the field of agile development; productivity that will be evaluated at a later stage after using the selected tools by the team (Kwon, 2002). EMPLOYEE NAME ROLES RESOURCES REQUIRED Carol Team leader to act in a multiple roles Skills, Coordination by team members. Ahmed Review some tools for agile development Computers, Internet connection, collaboration with manufacturer, cooperation of beta users Mike Review some tools for agile development Computers, Internet connection, collaboration with manufacturer, cooperation of beta users Sharon Analyze customer reviews for the tools selected Computers, Data mining softwares, Customers Christopher Data mine the results for final reviews Computers, Data mining softwares, Customer reviews David Daily updated about the team and the work Daily information, word processing software, report management tools There will be monitoring strategies including evaluation of KPIs and constant control over the actions in the form of reports and meetings. Individual buddy system was also there with team leader assigning an experienced team mate with a fresher to refine his skills and promote a quality work for the organization (Weisband, 2002). The focus of the team was maintained by constant motivation during the meeting to discuss about the future potential success and its consequences for the team. The focus of the team members was upheld by making them engaged in innovative post discussion activities that will help them to revise the meetings concepts along with making them glued to the discussions. It was also observed that the team mates were made as active participants in the discussion to make them feel heard and respected. Individual contribution in a team matters the most when it comes to a collaborative effort. Individual employees or participants were encouraged to participate actively by the means of surprise question and answer session to make them aware and attentive during the discussion and also make it as a strategy to evaluate the level of seriousness of employees regarding the team project. Each and every suggestion by an individual was heard and written without any prejudices or biases which made them motivated and encouraged them to actively participate. At the end of the team meeting, proposal made by each and every employee was put forward by a moderator of the meeting to get the consent of each and every member of the team. White boards, projectors, cards and other audio visual aids were used to display the suggestions having most of the approvals for a final consent. In case of any conflict, it was the responsibility of the team leader to act as a disturbance handler and make the team mates agree over a single consent. During the meeting, each and every team member was heard and their suggestions were respected by all without any prejudice. There was a moderator who kept on noting down the suggestions for a final review (Blackburn, 2004). Audio and visual aids were used to cater to different perspectives of the team mates and address them later at the end of the meeting or the discussion. Acknowledging every individual to boost their confidence is an essential strategy to uphold the integrity and cohesiveness of the team. Therefore, a major stress was laid over to value the suggestions and ideas of every team mate and hold the personal views or remarks for the end of the discussion so as to uphold the focus and concentration of team mates towards the major goal of the meeting. References: Furst, S. A., Reeves, M., Rosen, B., Blackburn, R. S. (2004). Managing the life cycle of virtual teams.The Academy of Management Executive,18(2), 6-20. Weisband, S. (2002). Maintaining awareness in distributed team collaboration: Implications for leadership and performance.Distributed work, 311-333. Leenders, R. T. A., Van Engelen, J. M., Kratzer, J. (2003). Virtuality, communication, and new product team creativity: a social network perspective.Journal of Engineering and Technology Management,20(1), 69-92. Adler, P. S., Kwon, S. W. (2002). Social capital: Prospects for a new concept.Academy of management review,27(1), 17-40.