Scrum/Agile Projects-Lead Generation System-Team Development Model

So if you read Bruce Tuchman’s 1965 Forming Storming Norming Performing team-development model you start to understand that teams go through different cycles while building teams. As the team gathers experience it develops leaders emerge and relationships grow. The progression of the stages he describes looks like this (below)

1. Forming
2. Storming
3. Norming
4. Performing

Here are the features of each phase:

Forming-Stage 1-High dependence on leader for guidance and direction. As I described the ScrumMaster took charge immediately and started all the team members in a unified direction.
Storming-Stage 2
The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress. Leader coaches, which is why we were successful, LEADER COACHES! The first ScrumMaster on the project had the same qualities as a good teacher, coach, team player; he would listen, teach and unblock any impediments that were standing in our way.
Norming-Stage 3
Agreement and consensus is largely forms among team, and unity is strong. It was fun to come to work and build a new commercial application using the Scrum framework. The unity of the team was so strong that we bounced ideas, issues, and resolutions off each other, no one was in their own silo, and heads down/just coding.
Performing-Stage 4
The team is more strategically aware; the team knows clearly why it is doing what it is doing. This was huge, we were now completely self-organizing, cross functional teams that were on the same page and motivated, we were always moving forward such a change from waterfall were you feel you are always waiting for something.
Adjourning-Stage 5
Bruce Tuckman refined his theory around 1975 and added a fifth stage to the Forming Storming Norming Performing model - he called it Adjourning, which is also referred to as Deforming and Mourning. During this phase we were on and a lead delivery system for a very large client IDG that we could do no wrong. All good things have to pass so during this I created a lessons learned document so we could learn as a team moving forward, as you know project 2 didn’t run so well.

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