Agile methods depend on effective cross-functional teams. We’ve heard many Agile success stories…at the team level. But what happens when a product can’t be delivered by one team? What do you do when the “team” that’s needed to work on a particular product is 20 people? Or 20 teams?
There are no simple answers. But there are design principles for defining workable arrangements when the product is bigger than a handful of agile teams.
Some principles and practices to guide scaling Agile teams.
Search by keyword or go to the Library to view content by topic or format.
Search by keyword or go to the Library to view content by topic or format.
Nice Esther!
I find that there is often a need for an architecture/technology group that works to prioritize enterprise needs while minimizing the duplication of system capablities.
Rod Claar, CST
http://EffectiveAgileDev.com
Interesting topic!
I wrote a pattern on this topic called Integration Scrum. You can read it at http://cesarioramos.wordpress.com/2011/11/26/integration-scrum/
Cesario, PST
Great ideas – I have 2 questions:
1. Do you see any of the integrating team members, component shepherds and tech councils being full time roles or they belong to a context feature team and act on these other roles only part of their time?
2. How do you se the tech councils operate?