Self-managing teams are a fundamental concept in Scrum and represent a shift from traditional command-and-control management structures. These teams possess several key characteristics that enable them to deliver value effectively.
First, self-managing teams have the autonomy to decide HOW to acco…Self-managing teams are a fundamental concept in Scrum and represent a shift from traditional command-and-control management structures. These teams possess several key characteristics that enable them to deliver value effectively.
First, self-managing teams have the autonomy to decide HOW to accomplish their work. They determine their own processes, techniques, and approaches to complete Product Backlog items. The Product Owner defines WHAT needs to be built and WHY, but the team decides the implementation approach.
Second, these teams are cross-functional, meaning they collectively possess all the skills necessary to create a Done Increment. This reduces dependencies on external parties and enables faster delivery of value.
Third, self-managing teams demonstrate accountability as a whole unit. Rather than individual blame or credit, the entire team shares responsibility for outcomes. They hold each other accountable for meeting commitments and maintaining quality standards.
Fourth, these teams embrace continuous improvement through regular inspection and adaptation. During Sprint Retrospectives, they identify ways to enhance their effectiveness and implement changes in subsequent Sprints.
Fifth, self-managing teams exhibit strong collaboration and communication. Members work together closely, share knowledge, and make decisions collectively. They resolve conflicts internally and support each other to achieve Sprint Goals.
Sixth, these teams are empowered to make decisions within their scope of work. Management provides support and removes impediments rather than dictating solutions or micromanaging activities.
Seventh, self-managing teams maintain transparency through Scrum artifacts and events. They keep stakeholders informed about progress, challenges, and plans.
For organizations developing people and teams, fostering self-management requires building trust, providing appropriate training, and creating an environment where experimentation and learning from failures are encouraged. Leaders must transition from directing work to coaching and supporting team development, enabling sustainable high performance over time.
Self-Managing Teams Characteristics - Complete Guide for PSPO I Exam
What Are Self-Managing Teams?
Self-managing teams are cross-functional groups of professionals who have the autonomy and authority to organize themselves, make decisions about how to accomplish their work, and take collective responsibility for delivering value. In Scrum, the Development Team (now called Developers) operates as a self-managing unit within the Scrum Team.
Why Self-Managing Teams Are Important
Self-managing teams are fundamental to Scrum and agile practices for several reasons:
• Faster Decision Making: Teams closest to the work can make informed decisions quickly • Higher Engagement: Autonomy leads to increased motivation and ownership • Better Problem Solving: Collective intelligence produces more innovative solutions • Adaptability: Teams can respond to changes and impediments more effectively • Continuous Improvement: Teams identify and implement their own process improvements
Key Characteristics of Self-Managing Teams
1. Autonomy in Work Organization The team decides who does what, when, and how. Management does not dictate task assignments or methods.
2. Cross-Functional Capabilities The team possesses all skills necessary to create a Done Increment each Sprint, reducing dependencies on external resources.
3. Collective Ownership The entire team is accountable for the product increment. Success and failure belong to the whole team, not individuals.
4. Internal Conflict Resolution Teams address their own interpersonal issues and disagreements through healthy dialogue and collaboration.
5. Commitment to Goals Teams commit to Sprint Goals and work collaboratively to achieve them.
6. Continuous Learning Self-managing teams regularly inspect and adapt their processes, tools, and interactions.
How Self-Managing Teams Work in Practice
• During Sprint Planning, Developers determine how much work they can complete and how to approach it • In Daily Scrums, the team coordinates their work and identifies obstacles • The team collaborates to refine Product Backlog items • During Retrospectives, the team identifies improvements to implement • The Scrum Master coaches the team toward greater self-management
What Self-Management Does NOT Mean
• It does not mean teams operate with zero guidance or boundaries • It does not mean there is no leadership or accountability • It does not mean the Product Owner assigns tasks to individuals • It does not mean stakeholders can bypass the Product Owner
Exam Tips: Answering Questions on Self-Managing Teams Characteristics
Tip 1: Remember Who Decides What The Product Owner decides WHAT to build (Product Backlog ordering). The Developers decide HOW to build it and how much they can take into a Sprint.
Tip 2: Reject External Task Assignment Any answer suggesting managers, Product Owners, or Scrum Masters assign tasks to individual Developers is incorrect. The team self-organizes around work.
Tip 3: Look for Collective Accountability Correct answers emphasize team accountability rather than individual blame or recognition.
Tip 4: Cross-Functionality is Essential The team should have all skills needed. Answers suggesting the team waits for external specialists often indicate a violation of self-management principles.
Tip 5: Scrum Master Role The Scrum Master facilitates and coaches but does not manage or direct the team. They help remove impediments and foster self-management.
Tip 6: Boundaries Exist Self-management happens within the boundaries of Scrum framework, organizational constraints, and the Sprint Goal set with the Product Owner.
Tip 7: Watch for Micromanagement Answers involving detailed reporting to management, status updates to stakeholders from individuals, or approval processes for technical decisions usually conflict with self-management principles.