Arguing for fungible teams
- To put it a different way, let's say for a project that you haven't done
every bit of analysis on you know it's N points (ideal days, whatever).
This is from comparison to similar projects, rough estimates of
If your team is mostly fungible, then you know that if you can devote
25% of your resources to it, you complete y points/sprint, -> do the
math and get rough completion/progress estimates.
However, if your team isn't fungible, this math won't work. If the
project is a heavy reporting project or whatever, you'll need those
specific reporting resources.
- Furash Gary wrote:
>Moreover you now find yourself in the "traditional planing role", where
> However, if your team isn't fungible, this math won't work. If the
> project is a heavy reporting project or whatever, you'll need those
> specific reporting resources.
assigning tasks to resources ahead of time and doing critical path
becomes important, because resources are not interchangeable.
Suddenly you can't do agile planning techniques like scrum and the XP
I'd submit that teams with strong code ownership and specialists would
fail when trying to do agile planning. Any experience out there?