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RE: [scrumdevelopment] Re: SCRUM in a Matrixed Environment

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  • bas.vodde@nokia.com
    Hi, IMHO matrix organizations is not such a good idea for software development. I hope that all scrum masters in matrix organization can keep pointing that out
    Message 1 of 14 , Apr 27, 2006
      IMHO matrix organizations is not such a good idea for software development. I hope that all
      scrum masters in matrix organization can keep pointing that out (to management). :)
      If you need some more concrete facts. Capers Jones in his Software Assesments, Benchmarks
      and Best Practices states:
      "The matrix structure tends to raise the management head count for larger projects. Because software
      productivity declines as the management count goes up, this form of organization can be hazardous
      for software. (SPR lacks data on effectiveness of the matrix organization for hardware or other kind of
      projects besides software. I have no opinion on the effectiveness of the matrix organization outside
      the software domain)"
      And this is based on a study on quite much projects. Might help in convincing.
      ps. We use scrum in a matrixed organization and it does work... though not sure what the benefits of
            the matrix organization is :)

      From: scrumdevelopment@yahoogroups.com [mailto:scrumdevelopment@yahoogroups.com] On Behalf Of ext dhruba_sen
      Sent: 25 April, 2006 20:17
      To: scrumdevelopment@yahoogroups.com
      Subject: [scrumdevelopment] Re: SCRUM in a Matrixed Environment

      From Ron's comment, I am inclined to infer that SCRUM doesn't work
      in a matrixed environment.

      Assigning a resource to multiple projects ? Happens all the time -
      particularly in high-tech industry where we are constrained by
      abundant resource availability. Let us not imagine a perfect world
      where we get whatever and whenever we need. To effectively practice
      SCRUM - we will need to convince the executive management to change
      the company management strucure of matrixed management !! If not the
      IS division, the SCRUM MASTERS will be asked to look for their
      utopian world elsehwere.

      Joe - setting priorites is a different issue from managing the daily
      SCRUM meetings. It may be an output from the meetings - we identify
      resource contention and thereofre the need to prioritize or new hire
      and therefore ...etc etc.

      thnx anyway

      Dhruba P Sen, PMP, CSDP, CSQA
      Sr. Program Manager

      --- In scrumdevelopment@yahoogroups.com, "Joseph Little"
      <jhlittle@...> wrote:
      > Hi all,
      > Taking Ron's comments below a bit further, my experience (or maybe
      > opinion) is that the real issue often is just setting priorities
      > amongst projects.  Several projects have to go first, and several
      > have to wait. 
      > And recognizing his "rule" that putting one person half-time of 2
      > projects gives you 0.8 of an FTE (if on a single project). 
      > Managers/leaders waste the company's assets is they lack the
      > political will to set such priorities.  Hey, it is tough to
      say "no,
      > not yet".
      > I'm ok not to optimize the individuals per se.  But in this kind
      > case, I see it typically leading to /less/ Bus Value per X amount
      > time for the company (with gross inputs roughly constant).
      > [Note: There are several reasons for spreading people -- I do not
      > mean to say this is not a problem.]
      > Does this apply?
      > Regards, Joe
      > Kitty Hawk Consulting
      > Charlotte, NC
      > --- In scrumdevelopment@yahoogroups.com, Ron Jeffries
      > <ronjeffries@> wrote:
      > >
      > > On Monday, April 24, 2006, at 12:57:02 PM, dhruba_sen wrote:
      > >
      > > > How does the SCRUM daily meetings work in a matrixed
      > where
      > > > developers are assigned to multiple projects? For example, if
      > > > developer is assigned to 5 projects, how feasible is it to
      > daily
      > > > scrum meetings for 5 projects?
      > >
      > > How feasible is it to assign people to five projects? It's
      > > well-known that net productivity declines after two (and even at
      > > two, you only get about .4 productivity on each).
      > >
      > > It's hard to imagine someone on five projects being committed to
      > any
      > > of them. Sound like chickens to me.
      > >
      > > Ron Jeffries
      > > www.XProgramming.com
      > > If there's only one answer, then this must not be a very
      > interesting topic.
      > >

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