teams
Remote Agility Framework Teams are designed to evolve to fit the nature of the problem that they are solving. While they have launch patterns and defined ceremonies, they are not uniform and don’t follow fixed playbooks or methodologies.

remote agility framework teams

The Remote Agility Framework establishes three approaches to distinguish the different role and purpose a team may have in its organisational context.

Mission: Small, fast teams that create new revenue streams, solve complex problems and challenge the possible working to company objectives.

Measure: Mission teams are measured on outcomes.

Measure: Product teams are measured on effectiveness.

Measure: Operations teams are measured on efficiency.

Product: Smallish, cross-functional teams that work to a sequenced product backlog to improve existing products and services, deliver projects and implement complex change.

Operations: Teams that work as a part of a value chain to respond to customers, change demand and periods of unexpected intensity to deliver reliable, high quality outcomes at lowest cost.

Key Roles: Mission Lead, Crew members

Key Roles: Leaders, Developers

Key Roles: Operations Lead, Operators

teams based events

Designed to enable Remote Agility Framework teams to work remotely, but closely, our teams events provide an opportunity to collaborate, share and seek feedback.

R:AF Team Planning: Our teams focus on working smaller and faster. R:AF Team Planning introduces opportunities for teams to share and exchange ideas in how best effectively sequence the delivery of prioritised value to the business.

R:AF Team Review: Whilst our teams are remote, they strive to be closer by seeking feedback often. Frequent R:AF Team Reviews maintain transparency to the wider organisation and builds trust in our capability to effectively deliver.

R:AF Team Retrospective: Our teams are self-improving. We seek to respect changing circumstances to continuously improve. R:AF Team Retrospective focuses on data informed improvements so our teams can show they are improving.

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teaming patterns

Remote Agility Framework teams seek to respect circumstances and Tool the F Up! Using teaming patterns help our teams launch themselves and develop into high performance.

R:AF Team Launch: The pains and dysfunctions of a fully co-located team are amplified by distance. R:AF Team Launch establishes a team within their organisational context. This enables any team to clarify and articulate how they intend to operate and achieve the desired outcomes.

R:AF Team Health Check: The social interconnection of a fully co-located team diminish when distance is magnified which lead to isolation and silos. R:AF Team Health Check embeds regular checkpoints to identify team based satisfaction and inform our teams in areas to focus on improvement.

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which team model to use

The Remote Agility Framework establishes three models to distinguish the different role and purpose a team may have in its organisational context.

Mission Teams

Product Teams

Operations Teams

Purpose

Create new revenue streams, solve complex problems, challenge the possible.

Improve existing products and services, deliver projects and complex change.

Deliver reliable, high quality customer outcomes at lowest cost.

Team Composition

Mission Lead
Crew Members

Leaders
‍Developers

Operations Lead
Operators

Team Size

<=5 People

<=9 People

<=15 People

Team Profile

Imaginative, obsessive, maverick, highly adaptable, low need for certainty. Generalists who learn at pace.

Creative, curious, rigorous, quality focussed. Generalists with specialisations, life long learners.

Reliable, dependable, risk aware. Process, Task or Technical specialists who excel in a crisis.

Leadership Style

Entrepreneurial

Collegiate

Empirical

Management

Individual or Small Council

Flat Structures, 2 in a box

Hierarchical or Functional

Team Boundaries

Loose boundaries and responsibilities
Dependencies designed out

Clear boundaries, flexible responsibilities
Evolving dependencies

Tight boundaries and responsibilities
Well defined dependencies

Development Program

Self driven development

Loosely structured developmental programs

Tightly structured, skills based development programs

Culture

Entrepreneurial
Imaginative, Obsessive

Learning / Developmental
Collegiate, Curious

Compliant
Conservative, Risk Aware

Funding

Metered or Capex funding

Capacity Based or Capex/Opex Funded

Opex Funded

Operating Model

Organise around a Mission
Focus on outcomes
Enabling Constraints (e.g. funding runway, themes, etc.)
Hypothesis Driven

Organise around value
Focus on Effectiveness
Governing Constraints (experts can make decisions)
Customer / Stakeholder Centric

Organise around Process / Function
Focus on Efficiency, Cost / Risk Management, Economies of Scale
Rigid Constraints (decisions are encoded in policies/procedures)
Margin Centric

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