The many “eyes” in “team”
In every team, there is a dynamic energy that brings it together. We recognize that the individuals in our team are not only critical to our success, but are also motivated by it: the key is simply to enable each of us to most effectively play our part.
As a small shop, we must all play different roles at different times. Our effectiveness is based on adapting to the shifting demands on our team throughout the project lifecycle. Each of our developers is both a specialist and a generalist. Besides constantly enhancing our general abilities, we actively cultivate complementary individual specialization, enhancing our ability to deliver technically distinguished software.
While shifting roles and specialization help us remain interested and committed, effective leadership is required to ensure everyone is playing the right role at the right time. We are oriented to shift roles as needed, and this includes the leadership role. While some team members possess natural leadership skills, others have particular knowledge and insights which are critical at certain points in a project. Smoothly transitioning leadership — sometimes on a daily basis — is a sign that our team is adapting well to the shifting needs of the project.
Such a dynamic culture is only possible with timely open communication. This includes communication between our team and the client, as well as within our team. We need to quickly share information as it becomes available. At a minimum, we have internal daily project meetings, and must be ready to remove impediments as they arise. We require our client to be available throughout the project to provide clarification and direction as needed.
Its not easy to establish and maintain such a dynamic team environment, but it is highly effective. We are able to deliver high quality software more effectively than either a solo developer or a large organization. This is very rewarding for all of us, which galvanizes our commitment to pursue and refine our approach.
