Articles and videos on creating and managing cross-functional Scrum teams: scrum master, product owner and development team.
This talk is a study of a case in which three Scrum teams converged into a single large team Kanban system design. Working in separate teams resulted in issues with responsibility, hand-overs, resource utilization and a culture of blaming others. In a large, highly self-organized team the members could share responsibility for the whole, work on the right things and focus on flow.
One of the important concept around Agile and Scrum is that it is more important to build the right product than to build the product right. Impact Management is a framework that helps managers to focus on impact of an idea and a product. In her article “Impact-Driven Scrum Delivery”, Ingrid Domingues explains how to brings together Scrum and Impact Management in software development projects where design is important.
The ScrumMaster is a key element of the Scrum teams that need such a role for facilitating their work. In his book “Scrum Shortcuts without Cutting Corners”, Ilan Goldstein discusses the question if a ScrumMaster can be member of multiple Scrum teams.
For best results from Agile, you need a solid team. If you belong to, manage, or lead an Agile team, you’ve probably seen that process alone doesn’t translate to great results – and that having a cross-functional group of 7 +/- 2 “resources” doesn’t either. Instead, what makes Agile come to life is the team’s motivated, engaged individuals who communicate, collaborate, and respond effectively. In many organizations, teams rely on their leaders and managers to help them grow and become stronger.
The first value of the Agile Manifesto is to prefer “Individuals and interactions over processes and tools”. But how can you know if your individuals and your teams like your current Agile approach. In his article, Henrik Kniberg present a simple tool to assess the health of your Scrum teams.
In large Agile projects where a Scrum team cannot deliver the full system, you have different options to organize your team. You can use feature teams that work on a set of user stories or component teams that work on a subsystem or component. In his blog post, Michael Valenta reports his experience as a ScrumMaster from the usage of features teams.
Some companies such as HubSpot or Google have developed techniques that allow small teams to create, test and deploy a continuous stream of releases. These companies are able to harness highly distributed Agile teams and scale to very large projects, while avoiding the tyranny of long meetings, conference calls, detailed estimates and sticky notes.
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