54028Re: [scrumdevelopment] Re: Size of team a barrier to SCRUM and Agile
- Jan 22, 2012Mike I have few suggestions.Scrum doesn't ask or prescribes a very detailed requirement document. There should be sufficient knowledge within the team to start the work. The backlog creation and adding the just sufficient details in the PBI's is the job of Product Owner; PO can create a rough draft and then team can comment on it. Any doubts/queries will be redirected back to customers. A scrummaster or agile PM should ensure this interactions should happen between PO, feature team & end customers. Scrum is all about agility and discussion so please dont prevent this flow. I used to be in the same boat, creating everything for the team but it didnt help the ultimate goal of self organizing team; now i have stepped back & team is doing a great job.I agree stopping a task in between and jumping to new is very bad & such multitasking should be avoided. If there are couple of projects tasks from all projects can be added to sprint. They just have to be prioritized. We know the teams velocity and any task more than the velocity wouldnt be done. if the team is handling 5 projects then there may be a case that the sprint will be full with the tasks of first two projects. If the tasks of other projects are to be done then we need more resources or team will have to drop task from project 1 or 2 from the sprint :) ( before or during sprint planning & not during the actual execution of the sprint).RegardsAbhilash
From: JackM <jack@...>
Sent: Saturday, 21 January 2012 4:53 AM
Subject: [scrumdevelopment] Re: Size of team a barrier to SCRUM and Agile
What many managers don't understand is that one of the most wasteful things is multi-tasking. In lean thinking they call this a transportation cost or a switching cost. Every time the developer drops what he or she is doing and picks up on something new, he has to relearn what he did and takes time to pick up where he left off. It's not a very efficient way to work. All of the experts will agree on this.
Now it's not always possible in companies to have dedicated focused teams, I understand that. Never the less Scrum Masters should strive to get to this point. There are charts in Mary Popendiecks book that indicated the effects of multi-tasking as well as sheduling teams to capacity.
Now how to deliver this message to your manager is a different story. Perhaps get him to read Mary Poppendiek's book on Lean and in particular the 7 wastes in software development.
Hope this helps
--- In email@example.com, Mike Frymyer <mfrymyer@...> wrote:
>dedicated teams to a specific work effort. This is due in large part
> I am a project manager and I work for an IT department that has 5
> developers. Those 5 developers are working on 4 - 5 projects at any given
> time. They are also responsible for support and maintenance.
> My CIO is very frustrated with the fact that they are unable to provide goo
> levels of efforts for their work. This leads to late deliverables. He is
> also pushing us very hard toward Agile methods thinking that will fix all
> of our problems.
> A typical development timeframe for the vast majority of our products is
> between 40 and 400 hours. This is for .NET and Business Objects reporting.
> I have taken the SCRUMMaster classes and from all that I see you need to
> that a developer needs to be present at all times; such as during the User------------------------------------
> Story definition and then decomposing the User Stories into more
> detailed requirements during the development or SPRINT.
> I have been trying to capture the detailed requirements for the backlog to
> eliminate the need tp have a developer spend time with the customer, but my
> boss says I am taking too long on the requirements (usually about 30 hours
> in as coompressed a time span as schedules will allow).
> I am looking for suggestions on what I may be doing wrong and how I might
> be able to utilize Agile without a dedicated development team to each
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