Re: [scrumdevelopment] Scrum Principle: Cross-Functional Team
- Hello, Adam. On Wednesday, August 4, 2010, at 2:19:10 PM, you
> Some of the Scrum folks say something like, "The PO decides what weNot much in the world operates according to definitions of this
> will build and the team decides how." What I was trying to say is
> along those same lines. A team will not "figure out" what they need to
> build, but the definition of "cross-functional team," as I understand
> it, is that they have all the skills to figure out how to build the
> what that is being asked for.
kind. They told me a lot of things that I was supposed to do, and
wasn't supposed to do, in school. It didn't turn out that way.
Same thing here. A cross-functional team is a local attempt at
getting the best available people together. Such a team might have
the ability to build an increment of software. That does not imply
that they have the ability to invent new process elements fast
enough to keep the wolf away from the door.
> ... I suppose the question is: what set of skills is necessary for aYes. We do not often get this. Quite a few teams, with the best of
> given team on a given project to become cross-functional? I'm inclined
> to believe that this is not completely knowable at the start of the
> project, because we still have to learn what we are doing. I think
> that there are some things that we are very likely to want, such as a
> team that is good at learning and adapting to whatever comes up.
will, are below average. I think we would do well to give them more
of a clue than just to say "Inspect and Adapt, gang!"
Do as you will, try to do it well. That's what I do.
- I think also team based organizations do need leaders and there should be a succession plan for CTO and the like.
I read this book years ago before starting with scrum and it deals with some of your concerns.
M.On Fri, Aug 6, 2010 at 3:24 PM, Satish Thatte <smthatte@...> wrote:
From my own experience (in a role of traditional project manager in my past industry experience), project plans elaborated with Gnatt charts, etc., do not work well for software projects, unless the project requirements/scope is very stable, technology platform is very stable, there are very low risks, and it’s a simple, small, short duration project… and that is a rare occurrence indeed.
CEO, New Synergy Group
Hello, Satish. On Thursday, August 5, 2010, at 7:40:49 PM, you
> In traditional project management, project managers still prepare elaborate
> project plans (with Gantt charts, etc.) and tell each project members their
> tasks, start and due dates, task dependencies, etc., and then try to track
> or manage them.
How's that working for them? :)
The opinions expressed here /are/ necessarily those of XProgramming.com.
But I might change my mind.
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