In one of the previous articles, I stated that team knowledge should overlap.
How can one achieve that?
Knowledge comes from learning and practice.
Learning can’t be enforced.
People learn best when team design, culture, and work conditions encourage them.
As our goal is to make people’s knowledge
In the previous post, I suggested considering getting rid of the whole concept of time pressure imposed on developers.
Here I will review the most common scenarios when this concept emerges and think with you if the concept can be avoided.
It’s well-established scientific knowledge that the stress induced
In the first chapter, I focused on team topology aspects that affect the information flow in principle.
Here I will focus on the aspects of team design that influence people's behaviour (or motivation).
I’m sure you must have seen ‘tired and unhappy’ receptionists at some hotel, try to recall:
As Harold F. Dodge said:
You can not inspect quality into a product.
He meant that the system should be designed to produce a quality product.
This article is about team design: principles of team construction that will allow the team to produce a quality product.
We know what ‘product’
