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Quality in a team delivery – embrace the ecosystem - Sourcing

Sourcing, the first of seven activities you need to address to make agile teams efficient, coordinated and happy.

The success of an agile team depends on how the inner ecosystem within the team as well as the outer ecosystem cross teams is managed. Cooperation with employees, customers and product partners need to be considered. This has been discussed in my previous blog post.

Here I will address the first step, sourcing, and I discuss sourcing from a supplier point of view.

The steps establishment, quality, cooperation, deliver more than the team, skill transfer, completion and handover will be discussed in coming blog posts.

7 sourcing steps

Following steps ought to be considered when forming a well working team within an ecosystem, specifically in delivering an agile team from a consultant company to a customer. 


  1. Appoint a delivery manager - The supplier appoints a delivery manager, who is responsible for producing the most valuable team for the customer. The delivery manager will also be responsible for the overall establishment of the team, that basic security clearance of the team is carried out and follow-up of the team's delivery quality and thus act as the contact person between the customer and the supplier.

  2. Appoint a sourcing team - The delivery manager appoints staff with an understanding of the required skills for the team. A matrix is created with all necessary requirements that you believe should be included in order for an agile resource team to be able to operate optimally. Both the customer requirements and requirements based on your own experience from team deliveries should be included.

  3. Search - Based on the requirement matrix, the availability of own employees is reviewed and subcontractors with the right profile are contacted that you believe are able to contribute with skilled resources.

  4. Suggest a team staffing based on competence - Based on subcontractor proposals received, you staff a team based on what you, with your experience, consider bring the best benefits to the customer. Here, it is the customer's benefit that is decisive which means that subcontractor is as important as a employed consultant as long as the subcontractor and its company obeys the same methodologies and values.

  5. Secure commercial factors - When a proposal for a team is drawn up, commercial factors such as availability, notice periods, internal costs, subcontractor costs and more are ensured. 

  6. Secure social and technical competence - Interviews are conducted with all the resources included in the team to ensure that the competence requirements are met, as well as evaluating soft factors such as how to work in teams, collaboration between different geographical areas, travel, work in large organizations and more. If you believe that the consultant in question is the right person for the assignment, but lacks some expertise or experience, you can also, either through your own training or through certification programs, ensure that the consultant gets the knowledge that is missing. For each member of the team, an individual competence and follow-up plan is also created to ensure that the assignment is delivered in agreement with the customer and that the team as a whole has the necessary competence required for the delivery.

  7. Pre-establishment work shop - Gather the selected team and inform about the assignment, requirements, expectations, and ensure that the delivery gets a good start.

People first

But always remember the principle of “one ecosystem" meaning that all participants in the ecosystem shall work towards the same goal and also the priority of “people first”.

A happy team member makes happy teams and ecosystems that delivers at its best.

Written by Henrik Gavelli