On Wed, 25 Aug 2004 14:20:34 -0400, David A Barrett
> From Hubert:
> >I use it within a sprint, like you say. When you have a 100 or so
> >people working on a project a backlog does no longer work.
> I would say that if you have 100 people on a team then whatever you're
> doing isn't Scrum any more. Does everyone get just 9 seconds to talk in
> each daily Scrum?
No, I used a scrum of scrums. I did have some 20+ people in the
stand-up meeting, which lasted 20 minutes on average.
> >One needs pictures. Which is what a Gantt chart is for me.
> One of the things implied with a Gantt chart is that someone has divided
> the tasks up, decided who will do what, and both how and when they will be
> done. So my question is: who does that? In a Scrum environment, that
> should be done by the team. And furthermore, that should only be done if
> the team decides that is how that it wishes to approach the problem of
> organizing the work.
That's how I did it: the team plans, I do the presentation to management.
> Technically, you can't tell the team to make a Gantt
> chart, you can't even tell them to organize the work and report it to you
> so that you can make a Gantt chart.
This I don't understand, why can't I expect them to organise their work?
> (I'm saying these things like they are
> rules, which thery aren't. Obviously you do what you need to do to get the
> work done; and if one of the things you need to do is to remove the
> independance of the team then so be it.)
Why is the tea no longer independant if they provide me with a plan?