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.
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?