As project teams get used to each other and adjust to the organization's processes, culture and communication methodology, team members' potential for contribution increases. As team engagement increases and members align themselves toward the goals and objectives of the project, overall performance increases.
Velocity is achieved when team interactions are completely in sync with the project goals, the rationality behind the target dates and the planning it takes to meet those dates.
In a project environment conducive to velocity:
• There's a clear direction, everyone's roles are clarified and there's flexibility for team members to contribute in other parts as appropriate.
• Members manage their own time, guided by their mandates or objectives.
• Teams choose their own method of communication. It could be acquired from other similar projects or specifically designed for the given team.
• Team interactions -- phone calls, meetings, workshops, etc.-- are managed as the needs arise, rather than "boxing" teams into preset parameters.
On a project with velocity, the force behind the team executing the work gets to be so powerful that it's not the project manager who ends up giving the power to the team. The team itself generates that power and project execution moves with subsequent velocity.
Are you managing with velocity?