|
|
*This document is part of the ['Organization'](/organization/Organization) chapter of the Sinergise Operational Handbook.*
|
|
|
|
|
|
---
|
|
|
|
|
|
Each team has a designated 'team coordinator', whose primary role is to act as an interface
|
|
|
to the rest of the company. The team coordinator's responsibilities are as follows:
|
|
|
- **team interface and contact person** (to management, product owners and other teams)
|
|
|
- finding cross-team help on larger issues, when direct communication is unclear; e.g. when the team needs someone for a few days, not when needing an answer to a question
|
|
|
- detecting and guarding team members when they are overwhelmed with outside requests;
|
|
|
- bringing issues/road blocks/concerns to POs or management;
|
|
|
- communicating team feedback and morale to management;
|
|
|
- not an interface for individuals, i.e. does not act as a relay between individuals; direct communication across teams should be encouraged on operational level;
|
|
|
- **active conflict resolution**
|
|
|
- should detect conflicts and problems early, prioritize them and intervene to resolve them before they escalate;
|
|
|
- if a conflict cannot be resolved within the team, management should be brought in to counsel or help;
|
|
|
- **keeping the team focused on agreed priorities** on the team level (not on project level) e.g. through resource plan and planned iterations;
|
|
|
- **holding the team accountable** on team responsibilities and agreements - calls out on broken promises;
|
|
|
- **coordinating team rituals** (making sure they happen, but not necessarily running them):
|
|
|
- intra-team ladder assessments (to be expanded with the new evaluation process);
|
|
|
- GAMs and seeing that team goals are met and reminding individuals on their goals;
|
|
|
- team retrospectives and seeing that action items are executed;
|
|
|
- **maintaining harmony** in the team:
|
|
|
- anticipating and addressing morale issues;
|
|
|
- keeping the pulse of the emotional well-being of the team including workload, attachment to work, on the lookout for fatigue or burnout, team advocate
|
|
|
- **making themselves expendable**: making sure the team will function in case of their absence
|
|
|
|
|
|
|
|
|
The team coordinator is NOT a team secretary, they do not open tasks (internal or external), organize and run meetings or rituals, prepare meeting minutes by default or any more than other team members. The fact that the TC is assigned the responsibilities listed above does NOT mean that they should perform all the required activities alone, neither are they the only team member that deals with the above-mentioned aspects of the team. Every team member is equally responsible for all aspects of the functioning of the team as a whole, the TC is there to coordinate their efforts and represent the team to the outside.
|
|
|
|
|
|
Team members can give additional authority to the coordinator, but this should not be an excuse from any team responsibilities. In some situations management can give the coordinator additional responsibilities and authority over the team. The coordinator can delegate some of their responsibilities to other team members if agreed in the team.
|
|
|
|
|
|
Team coordinator is a role, not a job. Responsibilities of the team coordinator are additional to the responsibilities from their primary job and any other roles they assume. Tasks coming from these responsibilities are often of high priority (due to their impact on the entire team), they can't be planned or estimated, and they put additional load on the person holding the role, which will decrease their capacity on other responsibilities.
|
|
|
|
|
|
Additional responsibilities of the team coordinator do not automatically warrant an explicit compensation scope modifier, as the responsibility area and scope should be implicitly increased by assuming these responsibilities, depending on the level of coordinator engagement in different teams.
|
|
|
|
|
|
----
|
|
|
Document History
|
|
|
|
|
|
| Date | Author | Change Description |
|
|
|
|------|--------|--------------------|
|
|
|
|2021-04-30| mkadunc & tcerovski | Migrated from [reorganization PDF](https://git.sinergise.com/operations/docs/-/blob/master/reorganization.pdf);<br/>updated role definition as agreed in [#11]( https://git.sinergise.com/operations/wiki/-/issues/11) | |
|
|
\ No newline at end of file |