Having similar motivations and processes may help to establish a team, but you and your coworkers won’t be the best teammates you can be until you also have each other’s back. Here, Johanna Rothman and Gil Broza describe valuable approaches to whole-team support, including banking trust and building shared responsibility.

Have you ever had to contend with a demanding developer? A testy tester? A cantankerous customer? Why oh why do people act that way? Rather than wondering why they act that way, it can be helpful to consider the circumstances that might account for their behavior.

My team is in the middle of one of the hardest projects—we call them "themes"—we’ve ever tackled. We’re a high-functioning agile team that has helped our company grow and succeed over several years now—we “went agile” in 2003. Here’s one thing I know for sure: No matter how many problems you solve, new challenges will pop up.

Tired of guesstimating your estimation process just to create a completion date management will accept? Jonathan Kohl takes the guess work out of estimations by focusing on uncertainties. It may sound counterintuitive, but the idea is to focus on the fact that all projects face unforeseen delays. The rigorous estimation process Jonathan describes here provides your team a way that ensures enough time is scheduled for development and a date for completion management can agree upon.