This advanced stage is characterized by striving for minimizing the impact of significant disturbances, like a new architecture or a new business vision about a product, on a commitment-to-progress ratio. The way the team deals with such a disturbance, which is dependent on the disturbance’s nature and context, defines how good the team is. The team should also be accurate in foreseeing complexity in its work items with high-level requirements. Team members can be real partners to business in regards to assessing the long-term impacts of architectural choices. The significant technical issues (like issues in architecture) or flaws in collaboration should be found early so that they will not hamper product enhancement.
In the part two of the series, I answered the question “How can a person build a team that achieves a high commitment-to-progress ratio?” and presented the core skills and factors that influence this ratio.