A team needs clarity on where it wants to go. Members need to know how they must contribute to the combine of goals.

We call these Key Responsibility Areas or KRAs for the individual and OKRAs or Organizational KRAs.

A lot is lost when these are not clear to team member and manager, and Key Performance Indicators are not identified and clear to all.

Sprint retrospectives that should occur at least every 2 weeks are a good time to do a self and group analysis of these so gaps and opportunities are identified.

The biggest failures come about when the communication channels are not open and things are not documented as features (could be orders for non IT companies) move from team to team or role to role.

Processes and Manuals also can be documented and these evolve over time. Everyone can contribute to these and shouldn't feel shy or not confident.

Clarity on sprint goals, duly prioritised, setting the scope and being realistic about what can be done are also aspects that need consideration.

From an architect's standpoint, it's important to develop well written, reviewed and understood framework code for the rest of the screens to follow and to update these when new scenarios are encountered. In a non IT company these would be operations manuals, literature, guidelines etc.

Remember that with due diligence it's even possible to move Mt Fiji with a spoon.

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