The principles of managing your team and your tasks Agilely are complementary but distinct. Combining them can cause one or both of them to be neglected. Agile task management is structuring your team's work items using Agile ideals and concepts.

The work of the team is primarily the focus. These methods don't address the core issues in team organization or group dynamics. Agile team management, on the other hand, refers to how managers arrange their teams using the ideals and principles of Agile.

Agile teams and task management can help your team reach far higher levels than they could if used separately.

What’s Agile Task Management? 

Agile task management is structuring your team's work items according to Agile values and concepts.

If you currently use, for instance, any of the following methods to manage your work, you presumably already use some Agile practice:

What Is An Agile Team? 

To answer what is Agile team, it can be remarked that it is a collection of workers, contractors, or freelancers in charge of carrying out an Agile project. Agile teams frequently work close to one another and are free from duties to other projects during the project's schedule.

Every member of an Agile team is needed to generate the final product or service. Therefore, the team is often cross-functional, and responsibilities will change based on the requirements of the project and the kind of Agile framework used.

What's Agile Team Management?

Agile team management is the process through which managers arrange their teams according to the values and principles of Agile.

If you can confidently state that the following describes your team members, you are a maestro of your team's Agile management:

  • Self-organized
  • Hold each other responsible for their efforts
  • Possess a typical comprehension of the Agile mentality
  • Have sufficient feedback loops in their process and routinely employ them
  • Practice ongoing mentorship and skill-sharing

What's Agile Project Management?

Agile project management is an iterative method of carrying out a project throughout its existence. Agile life cycles incorporate multiple iterations or incremental stages toward project fulfillment. They are commonly used in software development projects to improve velocity and flexibility since iteration permits you to remake as you go rather than following a linear route.

One fundamental objective of an Agile or iterative approach is to provide edges throughout the cycle rather than just at the conclusion. Agile initiatives should fundamentally assimilate empowerment, trust, and adaptability standards and behaviors.

The Ingredients for Managing Agile Teams With Scrum

Here are the components of the process with Scrum:

  • Project scope: The teams need a project scope document, a focused document defining what a project is supposed to accomplish. There are many scenarios where a project scope document is necessary, and projects end up running long, and if there is no document, teams are left guessing.
  • Team scope: The team needs a team scope document, which defines the team’s resources, deadlines, knowledge, skills, skills, expectations, and capabilities. Team scope documents are often used for setting detailed estimates of a project, and it is often the first step in establishing the project scope.
  • Feedback loop: The team’s project scope depends on the team’s feedback loop. The team’s size reflects the knowledge and skills of its members. Without feedback, the team will not know where the project needs to be adjusted to meet customer needs. Feedback can be informal, or it can be more structured, but it needs to be given in a timely way and with sufficient detail. The team needs to keep track of how it is evaluating its progress against the goals. Without feedback, the team will not be able to develop suitable projects.
  • Sprints: Agile teams need to know how long each sprint will be. How much time will it take them to deliver the project? Scrum is a continuous improvement process, so the team needs to know how often to adjust the project scope. For example, a team might decide to change its project scope from an 18-month sprint to a 9-month sprint. However, because of the nature of the sprints and the team’s knowledge and skills, the team will decide what the suitable duration is.
  • Constraints: Agile teams need to know what conditions they need to implement their project. For example, what is the maximum depth that they can work in a particular task? Often a team will want to start and end a sprint in different parts of a project, and the team will need to determine which parts need to be implemented first.
  • Metrics: Agile teams need to know how their project is performing. For example, if the project has been completed, the team needs to determine the project metrics and measure success. Project metrics can be detailed and quantitative (such as the number of customers reached) and are also often expressed as a qualitative outcome such as value delivered.
  • Interaction with customers: Agile teams need to interact with customers and consumers to understand the market and set goals for new projects.

Building the Self-organized Team

Agile marketing teams function best when they are self-organized. Self-organization, however, takes time to develop. Without the proper care, it doesn't endure indefinitely either. The manager will thus never be unnecessary, even in a self-organized workforce. In truth, the manager is in charge of preserving a setting where the team may operate at its peak and successfully self-organize around the tasks at hand. They might assist the team in moving into the most fruitful "performing" phase by:

  • Establishing an internal knowledge base to enable team members to share information
  • Organizing team-building exercises to foster trust among teammates
  • Helping team members develop professionally
  • Identifying methods to inspire the workforce that goes beyond financial rewards
  • Guiding the team's future leaders

Build Upon a Solid Foundation

Agile teams evolve via four crucial stages:

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

A team's development truly takes off once it reaches the performance stage. Members trust one another, understand one another's skills, and utilize that knowledge to improve how they produce software.

Agile teams must get maintained with some corporate discipline, but protecting the team is beneficial—within reason, of course. The team returns to the formation stage as it absorbs change when it is presented.

The foundation of effective Agile teams includes sound engineering principles, including code reviews, task branching, continuous integration, and predictable release schedules.

The Agile Team Structure

Agile teams typically consist of 5 to 11 individuals and are small, high-performing teams with complementary abilities. In contrast to conventional project teams, Agile teams must be highly flexible and independent. Since at every level of the project, they must deal with shifting consumer requests.

They usually have the following organizational structure to accomplish that team dynamic:

A. Product Owner

The team's point of contact with the client is the product owner. They will keep an eye on everything and get client feedback. They communicate the project team's needs to the client and ensure that the group doesn't lose sight of those needs.

B. Project Manager

The project manager holds team members accountable and assists as necessary. The product owner provides the managers with customer input, leading the team through the sprint.

C. Team Participants

The people that work on the project are the team members. Although they are mainly independent, the project manager can help them concentrate on their responsibilities and activities.

D. Project Participants

Project stakeholders would relate to the project even if they were not necessarily engaged in its development.

Continuous Agile Improvement 

Agile task management strategies continually enhance work items as they progress through the workflow to provide the most value to the client.

On a team level, continuous development can:

  • Avoid team attrition (a.k.a, team members leaving the team)
  • Maintaining the team's performance in the development process.
  • Develop new abilities and skills within the squad
  • Develop new leaders inside the group.

Agile Management = Team + Tasks 

Agile project management is fantastic. It may assist you in giving your customers the most excellent value possible, stop you from multitasking, and help you stay up with shifting priorities. But Agile task management can only perform to its total capacity in a team that adheres to the same Agile ideals.

How Agile Teams Collaborate across Departments

The who, what, where, and why for each team inside the broader software team is broken down below, along with a summary of each triad:





Product Management

Recognize the market, the intended client personas, and the principles of excellent product design.


Define the value proposition, the product objectives, and the minimal viable product.


Utilize ethical, sustainable engineering methods when creating the product.


Product Management

Recognize the market developments and competitive environment for the product.


Develop messaging that emphasizes the value the product offers to each consumer category.


Create supporting materials for the product launch, such as web pages, email announcements, blogs, and videos.


Product Management

Release software to users on a consistent schedule.


Attend to client concerns

Support & Ops

Customer feedback should be shared with the make triad (Dev, PM, and Design) to inform the creation of future products.

How Does an Agile Team Compare to Other Teams? 

Here is how Agile outperforms these conventional techniques:

A. More Capable of Addressing Shifting Client Demands

Traditional teams cannot iterate on the product often. Agile teams, however, are set up to adjust to changes in direction based on client feedback swiftly.

B. Increased Responsibility

The absence of accountability is one of the primary problems with traditional project management. Employees frequently are unsure of their precise roles or what is expected of them when large teams of individuals undertake massive projects. However, because the team is so tiny with Agile techniques, it is simple for everyone to understand what exactly has been given to them.  

How to Become an Agile Team?

Here is a guide to becoming an Agile team:

  1. Present the methodology and regulations
  2. Create a first-month plan
  3. Choose your team's roles
  4. Hold frequent meetings
  5. Use project management software with an Agile framework

Why Use Agile Teams?

According to a case study, 51% of American workers believe they waste at least one hour daily at work. Adhering to these Agile best practices may create high-performance teams designed for quick and efficient work.

Agile project management advantages include the following:

  • Higher-quality products
  • Decreased risk
  • Improved project performance visibility
  • Improved project management
  • Increased predictability of projects

A Project Needs Scrum 

The combination of agile teams and the tools, processes, and management practices used to manage an Agile project creates a project that needs to be addressed in a way that improves project performance.

The project management tool suite is called Scrum. The tool suite includes the following components:

  • Scrum: This tool provides continuous improvement, iterations, work management, team collaboration, and a feedback loop. Scrum stands for a combination of activities that allow teams to improve project performance and meet the customer’s requirements. It is a method of implementing agile development methodologies. The name of the tool is derived from the five core values of Agile:
  • Sprints: During each sprint, teams meet for one day, usually on a Sunday. Teams set the project requirements. Then their team determines whether the team accomplished those requirements based on various metrics. Teams determine how the team’s work is split and how long it needs to be completed. Teams also discuss upcoming milestones, budgets, and all changes in the project scope. Teams finish their sprints by setting the following sprint goals.

Sprints are about measurable results. During the sprint review, the Scrum master guides each team as it details sprint goals and how to meet them and helps each team evaluate their performance. Team members are evaluated based on their ability to complete the project goals and agree on which roles they play in the project. During the review, each team member works out the plans and what skills or skills the team has to perform the work well.

Sprints are about delivery. To deliver the project successfully, Agile teams need to determine how long each of their goals should be and provide them to their customers. At the end of each sprint, the section defines a project milestone based on the completed tasks during that sprint. Each team member’s skills can be viewed in relation to the goals. When the project is finished and the landmarks are complete, the team will decide how to rank their skills and the project’s overall performance in the feedback loop. Each team member knows the roles that they have to play to make the project successful. Teams continue to focus on delivering a product that meets customer requirements.

Scrum works well with the tools and processes that teams will use for their project. The tools and processes are known as scrum processes. Scrum processes focus on improving project performance. They also focus on improving team communication and creating trust. A team that uses a structured approach for project management is more likely to find success.

Are you a professional who is aspiring to be a Agile Scrum Master? Then check out the ASM certification course now.

Agile Project Management 

There are many models of project management, but there are also many project management methods. A project manager who focuses on project management is an Agile Project Manager. The result is to have Agile teams with rapid, visual signs of progress incorporating customer feedback into the solutions.

Simplilearn can help you gain the critical skills you need to be a successful Agile Project Manager. If you are new to the area, you can gain a strong grounding with the Agile and Scrum Foundation course.  If you are experienced with Agile and Scrum, you can take your skills to a higher level with the Post Graduate Program in Agile, which Simplilearn offers in partnership with UMass Amherst College of Engineering.

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