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50987Re: [scrumdevelopment] Re: How to deal with specialist in the team

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  • Andrew Pham
    Apr 30, 2011
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      On Sat, Apr 30, 2011 at 2:42 AM, <avi_a@...> wrote:
       

      Hi Andrew.

      I did not use planning poker or any special estimating techniques in these situations - I just had each "team" estimate it's own work.

       
      Hi Avi,

      Thank you for the answer which does not surprise me as it is also in line with what I do....

      All the best,

      Andrew Pham
      Agile and Lean Coach, author of Scrum in Action
      http://www.agileenterpriseconsulting.com/training (1-day online Scrum training)


      (I say "team" since the specialists were working solo but for planning and scheduling purposes I regarded them as a separate team).

      All in all it seemed to work OK - the important aspect for me was to handle the dependencies between the "teams" - so for this matter using separate PBI's and keeping them in separate sprints (a-la- feeding buffer and lookahead planning) was enough.

      Sometimes I didn't even bother estimating the tasks of the "secondary" specialist team - since the specialist wasn't into the "scrum spirit" and we just needed to make sure we got what we needed from him/her in a schedule that would allow the main scrum-team to proceed with what they needed.

      I suppose if there were two real teams working throughout the entire release it would make sense to use some kind of collaborative cross-team technique, but admittedly I haven't run into the need yet....

      - Avi



      --- In scrumdevelopment@yahoogroups.com, Andrew Pham <andrewpham74@...> wrote:
      >
      > Hi Avi and Carlos,
      > How did you both do your estimate in this case? Did you use planning poker?
      > How did it work?
      > Andrew
      > Agile and Lean Coach, Author of *Scrum in Action*
      > http://www.amazon.com/Scrum-Action-Andrew-Pham/dp/143545913X/ref=ntt_at_ep_dpi_
      > *1*<http://www.amazon.com/Scrum-Action-Andrew-Pham/dp/143545913X/ref=ntt_at_ep_dpi_1>
      > *-1
      > *
      > *<https://sites.google.com/a/agileenterpriseconsulting.com/agile-enterprise-consulting/home>
      > *

      >
      >
      > On Tue, Apr 26, 2011 at 1:53 AM, avinap77 <avi_a@...> wrote:
      >
      > >
      > >
      > > Hi.
      > >
      > > In our shop we also run into similar situations.
      > >
      > > If the specialists are required only for occasional input, we regard them
      > > as an external resource at the disposal of the team. That way the team is
      > > responsible for getting what they need from the specialists - including
      > > identifying the need, coordinating with the specialists etc.
      > >
      > > At some point this got out of hand and the team was relying too much on the
      > > specialists, so we budgeted it - for instace we allocate 4 hours of the
      > > specialists's time per sprint at the disposal of the team, so the team gets
      > > a sense of self-management managing their "budget". This also of course
      > > helps the specialists plan their time among their different projects.
      > >
      > > If the specialists need to create actual deliverables - for instance a
      > > graphics designer - we regard them as a seperate team, keeping a feeding
      > > buffer between dependent sprints (for instance in one sprint the graphics
      > > designer would create a GUI sketch and in the sprint afterward the
      > > developers would code it). This of course takes some overhead - having two
      > > daily standups, two planning meetings per sprint etc. one for each "team".
      > >
      > > I would also be interested in hearing of other's experience in these
      > > situations.
      > >
      > > HTH
      > > -Avi
      > >
      > >
      > > --- In scrumdevelopment@yahoogroups.com, "jcarlos.moran" <jcarlos.moran@>
      > > wrote:
      > > >
      > > > Our product interacts with many other systems in the corporation e.g.
      > > > SAP, middleware, DBA group, Corporate Architecture, data-warehouse,
      > > > legacy billing systems, etc. Each system has it own team of specialist
      > > > to support projects (new features) as well as day to day operations.
      > > > These resources are not dedicated resources in our team, and in most
      > > > cases they are in a different location than the main team.
      > > >
      > > > Unlike the core team, not all specialist teams are affected by each
      > > > story, so having them attend the whole planning session, does not seem
      > > > to be the best use of their time (if they are not affected by most
      > > > stories).
      > > >
      > > >
      > > > * How do other companies deal with scheduling specialist time for
      > > > planning a sprint or a release?
      > > >
      > > > * How do they schedule their work in a time required by the core
      > > > team?
      > > > (reduce number of scheduling conflicts with other teams to complete the
      > > > work)
      > > >
      > > > Thanks,
      > > >
      > > > Carlos Moran
      > > >
      > >
      > >
      > >
      >


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