As a part of a digital team, we are in the business of helping to adapt to the old world of commerce and move it onwards online and optimistically towards a better future.

The other side of digital is the work performance. If your team is responsible for a high-profile business or customer, you might find yourself under severe scrutiny so as to ensure that the project goes according to the plan. Meeting customer targets sometimes is at odds with an agile laissez-faire development. There are crucial times where the team has to pull together in order to deliver a product quickly and yet be well-balanced enough to allow technical decisions with their user stories to be self-organized by the team. Often digital teams can race ahead with little thought to the overall technical architecture, leading to an end state and final delivery that leaves the stakeholder frustrated and concerned. Agile is not a guarantee of the quality of a product, but it helps.

So what can we do to improve these concerns? As readers of this book, you are probably a Java EE 7 developer and involved in both the aspects of programming and testing. We have to be clear in our engineering role in a digital team and moreover, understand the roles and preoccupations of the other members in our respective teams. Due diligence and returns on investment, reduction of the technical debt, and time-to-market really point the way to greater transparency, integrity, and respect for others. This is the prime directive for modern digital teams and thereby drives our performance to go forward. Let's have a look at the following screenshot:

The organization people and their roles in the modern digital team