Example collocations logo

Teams in sentence

639 examples of Teams in a sentence

Skype went all-in on Scrum, moving all teams to this methodology over a few quarters.
Most teams delivered something every 2-4 weeks.
Teams rotated Scrum Master roles, agile coaches dropped in to give feedback on the teams, and Microsoft – which had just acquired Skype – was interested in taking inspiration from the speedup in delivery.
Teams being allowed to choose their own way of working was more common at public tech companies and venture-funded scaleups.
Large, non-tech companies and smaller, non-venture-funded companies were more likely to mandate the same approach for all teams within the company.
Teams struggling often had little to do with the methodologies.
For these teams, no change of methodology would help because the issues ran deeper.
While there are teams where requirements change a lot, on these teams it’s typically the engineers who run the projects, and can deal with them.
Teams with no autonomy to change a failing project management approach also recorded low satisfaction.
These kinds of responses were pronounced at companies where all teams were expected to follow the same methodology.
It’s an example of directive leadership and while this approach can work well for roles where there is little creativity needed, it is usually a poor way to build high-performing software engineering teams.
When teams can iterate together and change their processes on their own terms, satisfaction and productivity go up.
Teams are free to choose the project management methodology they use.
Many teams go with an RFC-like planning process, iterate on building, and ship all within a few weeks.
Other teams use more Kanban-like processes, where they work on the highest priority items.
Most of these companies have Technical Program Managers (TPMs) who step in for large projects involving multiple teams, or run across organizations.
Project management artifacts and processes vary between teams even in the same organization.
Most teams have a project backlog, do standups at intervals as the team sees fit, and retrospectives every now and then.
Many teams work on main branches, get quick feedback from CI/CD systems and can immediately share functionality which they are working on with other team members.
This is because the organizational structure of Big Tech greatly impacts how teams can – and do – execute.
Autonomy for software engineers and teams.
Companies that care about engineers solving problems quickly set up various platform teams, which reduce the developer experience churn.
Empowered and autonomous teams are the building blocks of all these companies.
While not all teams within Big Tech will be fully empowered, these organizations – along with progressive thinking startups – are closest to implementing ways that ensure teams are as empowered as possible.
Teams with clear ownership is another building block of Big Tech.
The mission could be “Build a world-class booking experience for seniors” for a product team on a hospitality product, or “Empower teams to integrate rating experiences with close to zero effort” for a product platform team.
Product-focused teams are typically composed of cross-functional team members like backend, frontend and/or mobile engineers, with product managers, data scientists and designers often also on the team.
Platform-focused teams tend to not be cross-functional or tied to a specific domain.
With empowered and autonomous teams, managing a project is rarely a top down exercise.
When collaborating with other teams – also without project managers – they will also build relationships for other engineers leading projects, or owning products.
Next