The concept of и methodology work
A team «following agile», – is is a group of people, responsible for delivering the product from the beginning to the end (from of the stage of planning и to to release to the market). Its distinguishing features – cross--functionality (partial substitutability of each of the participants), high self-organization, shared responsibility for for the result.
И if в in an ordinary group, often, there is a clear division of roles, then with an agile approach these boundaries are blurred. In other words, group – is a unified organism, в in which personal ambitions take to the second place. The main thing – is collaborative work, main result of which the obtaining high-quality IT-the product в shortest timeframes.
В such a team very important atmosphere. Trusting, open relationships, the ability to listen к to colleagues, to find mutual understanding и a common language far more important, than professional superiority of this, or that employee.
Usually в agile-from a team include developers, testers, managers, designers и other specialists. All of them are to the on the same level в of the hierarchy и geographically are located в in one office.
A flexible system work implies then, that any, even the most detailed place and, can be changed, if if requires it the situation. At the same time practically all agreements between the participants agile-of the group can be of an oral nature, that does not make it difficult to make additional adjustments в work.
Not less important feature – no restrictions в communication. Developers constantly discuss details of the project, both between themselves, and и с the customer software. The process as much as possible simple, does not encumbered unnecessary formalities.
В overall however methodology agile implies, that team work в group be built to the several basic principles. They clearly set out в Agile-Manifesto – document, which contains brief description of values guidelines agile development. The main of of these principles are expressed in the following way:
• people и their interaction more important processes и tools (no tools does not constrain from a team of specialists, between the customer и the performer minimum bureaucratic red tape);
• working product will be more important documentation и reporting (participants agile-of the team make a bet to the fastest obtaining finished the product, а does not to the its presentation в process of creation);
• collaboration с the customer more important adherence to formal terms (the strictest contractual obligations, if of this requires it the client, can be changed в in the interests high-quality of the final the product);
• readiness к changes more important, than following a plan (modifications can be made absolutely to the any of cycles development software).
Besides the mentioned four principles, there are и other, clarifying и supplementing basic. Among them one can identify: focus to the satisfaction goal of the customer, maximum motivation of employees, striving к simplicity и self-organization, а as well as many other. To put these the values в into practice в philosophy agile two are methods work – Scrum (approach structure) и Kanban (approach balance).
At Scrum-approach work over the project is divided to the small time periods (sprints). The team tries both one can faster и and better to complete goal of each of such sprints. At all stages are allowed make radical changes в place, constantly meetings are held meetings и discussions.
Most agile-teams with methodology Scrum consists of of employees с with different levels of tasks и responsibilities (does not to confuse с hierarchical connections). В them include developers, scrum-master (is responsible for for effectiveness work of the team, professionalism following values agile), а as well as product owner (owner the product, is responsible for responsibility for success of the project). At such approach, both rule, implies creation the product с from scratch.
Kanban however is aimed to the then, so that to make an existing one product will be both one can better и more convenient for the user. At the same time all participants of the team developers are equal и interchangeable, there are them no curators. Work is divided to the at the stage of implementation of the project: from of planning to and launch. Changes are always smooth и and gradual. The main indicator of effectiveness – both one can fastest is the completion of each of of stages.
An introduction с to the philosophy of agile methods development software is recommended to begin с Kanban. For small business-models, that that are only preparing к for launch of the project, it is advisable to choose Scrum.

Characteristics of a high-performing agile-of the team
Any team of agile of the project (agile) should have a number of characteristics, whose presence characterizes a professionalism both high-performing. Among The main ones of criteria one can to identify are the following::
• compactness;
• an appropriate level of competence all the participants of the project;
• of self-organization;
• cross--functionality;
• a suitable placement.
The preferred size of the team, of a team working in an agile way the project, is from 7 to 12 people. The group of specialists should be is small, and both в otherwise in that case with at an intense pace work it is difficult to maintain close и productive communication links within the team.
Effective development agile-of the team is impossible without adherence to the principle of competent recruitment personnel. В composition of the group should be be included specialists, knowledgeable в different fields и areas activity, so that their knowledge complement each other. Without adherence to if the condition team the depend from of specialists, brought in from outside, и will lose its self-sufficiency и mobility. Also can arise delays в making key decisions.
It is preferable does not to include в group of agile of the project those of specialists, that can be needed only periodically. It is better to interact с such experts through and so-called centers of competence following on the principle of a service model.
High-performing agile-of the team – is, both rule, self-organizing specialists. Work following «following agile» implies delegation a large amount of authority directly to participants of the group. Of course, these authority is limited by rules и and standards of the organization itself organization.
Often, team itself can to make a decision about the order и the method of execution of tasks, the schedule work, interaction within the team. Not includes в professionalism of competence the question of goal setting, the budget, the composition of the group, and both all is – the prerogative of customers и and owners the product.
Cross-functional-functionality – another one trait, of which should have modern of the team, implementing the philosophy agile. It consists в in the fact, that professional skills one of of specialists can with need (for example, в in that case illness employee) partially duplicate other. From if does not follows, that all participants of the group should be fully interchangeable, but в ideally need to strive к model: «all participants of the group know how all».
For of this so that identify boundary required versatility, introduced special term – «T-shape specialist». В this in that case letter «Т» visually illustrates graph level knowledge employee. В in particular, upper horizontal line represents shallow knowledge in all required for indicated of the group fields, а vertical line – deep, expert knowledge в on the same of fields. Thus, team consisting of T-shape of specialists, a priori is versatile.
Advocates classical methodology agile claim, that participants on the same of the team should be located в in one office. This gives the opportunity all developers freely communicate between themselves, conduct lively dialogue, exchange opinions и literally to the on the fly adjust line behavior. Such approach makes work over the project dynamic и positively affects to the timeframes its delivery.
Today there are a number foreign и domestic companies, following в their work agile-philosophy. Among them one can call such successful organization и corporations, both Google, Microsoft, WordPress, Netflix, «М.Video», «Dostаевский» и many other. All of them – recognizable brands, с with which strive to collaborate following the whole world.

Recruitment personnel
Personnel policy в within the of flexible approaches development (agile software) IT-the product is no does not different any from another. At selection of applicants to the for a position attention is paid to the its professional to qualities, experience, friendliness, communication skills и other characteristics. However there are a number traits, that must should be be inherent in a candidate, а specifically:
• motivation и an interest (to the all stages of creation и in development the product of the team should be as much as possible are cohesive, therefore every professionalism participant should be «does not all equally»);
• value talent к self-organization (a person, accustomed to following someone's-then recommendations и instructions, the extremely uncomfortable в group cross--functional of specialists);
• faith в in the correctness agile-of the approach (disbelief в success of course in the result, а as well as desire «to sit it out в on the sidelines» the destroy from a team from within).

Assessment of effectiveness
В links с at the same time, that key indicators of effectiveness (KPIs) for agile-of the team are unified, then assessment is made of effectiveness work of everyone the team в overall. They distinguish global и local KPIs. Its of this, how of them are achieved, creates an understanding about of effectiveness of execution set of tasks.
К global KPIs or product relate to:
• satisfaction of the client with the end product (one of key goals);
• satisfaction of the customer all process (is subjective nature, at the same time does not less, very important indicator, к to which as well as follows strive);
• satisfaction of the team with the result;
• financial component (sales volumes sales, profit).
The above global KPIs, often, are achieved simultaneously, and both does not there are cases, with characterizes the customer и the client is satisfied with the end product, he brought expected profit, а there are of the team are evident depressive moods и disappointment. All is once again proves – effective agile-team works both a unified organism.
Local or operational KPIs of the team are the following::
• speed of progress the product to the market;
• timely completion of the plan и a clear replanning;
• productivity of the team;
• regular work over mistakes и other.
В each organization the own list local KPIs, which can change и be supplemented in over time work over the project.
В any in that case it is important to remember, that all key indicators of effectiveness – is в first of all only aspect agile-philosophy, high-quality reflection of effectiveness of the work done work. Therefore does not it is worth to the them fixating, on the contrary – в during retrospectives (final meetings) it is worth discuss с the participants of the team all arisen discrepancies, take into account mistakes to the in the future.