Bruce Tuckman and the Scrum Team

In 1965, Bruce Tuckman wrote a definitive study on the nature of Teams and Group Dynamics, called “Developmental Sequence in Small Groups”. This was based upon studies of behaviour in the US Navy, which was modified and upgraded in 2001. The original Document described Four Stages of Team Maturity, and has actually become a classic in the description of Teams. The Tuckman Theory has actually found popularity in Agile Development. It can be applied to the Development Team, specifically where Scrum is being used:-.

• The Team is small. A normal Scrum Team consists of seven people.
• Initially, they do not know each other. The prevalence of setting up new Teams and then disbanding them on completion of a Project create this situation in Agile Development.
• The Team members have differing abilities and experience, but all are indicated to play their part.
• The Team’s Performance enhances as the Project progresses.

Forming, Storming, Norming and Performing.

Originally Tuckman described Four Stages of Team Development. The Four Stages are:-.

1. ‘Forming’ – Where the Team is presented and begin to discover each other.

2. ‘Storming’ – A demanding Stage where conflicts arise and Team members challenge each other, there is little cohesion.

3. ‘Norming’ – Differences are accepted and the Team finds out to Work with one another.

4. ‘Performing’ – The Team performs as a cohesive and efficient system.

What essentially happens during these 4 stages is the Development of trust in each other. They start with little or no trust upon being introduced. They can then reach a level where Team members feel they can depend on other members of the Team. There is no assurance that a Team will reach stage 4 in any Environment. Some Coaching however is required to migrate through each stage. Tuckman’s Model, although it is now in its fifties, is an astute observation of Teams. The model Works for Agile Development Teams as well as sports Teams.

Bruce Tuckman: Forming.

The Project starts and the Team are introduced to each other. A summary of the Project is explained. At this stage, the level of understanding of what the Deliverables are is at its most lowest. The trust between Team members is also at its lowest. It is typically said that the “Forming” Stage is short, however it should never be skimped. An Agile Project helps to lay a good foundation during the Forming Stage by:-

• plainly specifying what the general Objective and Goals are.
• having a Flexible Approach to Roles within the Team, with the exception of the Scrum Master and the Product Owner.
• the Product Owner and Scrum Master Roles and Responsibilities are clearly defined and well understood.

It is a good idea to develop some branding for the Team, such as a Team name and devices. They should use a dedicated Workspace if possible. A significant challenge to Team Formation and Maturation holds true of remote Team members. For instance, if there is an Offshore Testing Team. Definition of Team Values and rules of engagement is also advisable, in preparation for Stage 2, and reinforces the Team branding.

Bruce Tuckman: Storming.

The Team has commenced Work on their first Sprint. This is a Political stage, where power struggles arise and there are personality clashes. It is important to Manage these conflicts without suppressing them. Some Team members prefer to avoid conflict, but it is necessary to clear the air generally. Conversely, there will usually be a Team member who wants to take control and impose his ideas on the rest of the Team. What should emerge from stage 2 is a Team that can arrive at consensus.

First prize is a Team that gets past Stage 2 during its first Sprint. It may take more than 1 Iteration to get to the level where the Team cooperates. One of the mechanisms used as an aid to moving beyond stage 2 is the use of “Planning Poker”. This is a method to determine the level of difficulty of a Task. The different ratings are debated and agreed via this gamified technique which fosters cooperation. Hopefully, the Team moves naturally to the next stage; but it might require some Coaching intervention to get past the conflicts.

We found these books great for finding out more information on Agile Scrum:

Bruce Tuckman: Norming.

Up to now, most of the Team interaction has been internalised. Once the Sprint gets to a Stage where everyone can Co-operate and Work together, it truly is a Team. There is a recognised common Goal and a rhythm to the Work. The Developers and Testers can Work in harmony and the understanding of the Product content and Deliverables grows. It is possible that the Team does not mature past this point; there are factors such as the overall time taken for the Project, and the complexity of remote Team members. However, the Team is sufficiently cohesive to Deliver what is required.

The Quality Requirements of the Project, where Acceptance Criteria must be achieved for each Sprint will ensure that the Product is Delivered according to specification. One of the main drivers of a sports Team reaching this level is the awareness of Competition, which unites the Team. Where there are several Teams in an Agile Project, competing with the other Teams can be decisive in reaching stage 3, and even stage 4.

Bruce Tuckman: Performing.

This is the Nirvana of Teamwork. The Team Works in harmony and introduces enhancements to the Work Process. In Scrum, the holding of Retrospective Meetings recognizes lessons learnt and applies those lessons to the next tranche of Work. By the time the last Sprint is started, the Team can be Working as a high-performance Team. They have Matured and moved to a level of skills that is far removed from where they began.

Stage 5 – Adjourning.

This Stage was added to the original Four Stages in 2001 and refers to the Disbanding of the Team. While this is typical practice in Agile Development, and the Team might be Formed primarily of professionals, one can only question the wisdom of disposing of a Team Model that worked, specifically if it led to a high-performing Team. The Team has Worked through their preliminary conflicts and trust problems to Work together. Part of the Project time was committed to becoming a Team – it is a pity to discard the bonding where the Team can Work comfortably together just to begin once again with the next Project.

Possible for Regression – Team Churn.

From the above description, it could be deduced that the Maturing of a Team is a natural progression, however it is quite possible for a Team to regress back a stage, particularly where Team members leave or come in. The existing Team Dynamics are disturbed to a greater or lesser extent. It does not always mean that the Team begins at Stage 1, but it can happen.