- ... Hi Avi, Thank you for the answer which does not surprise me as it is also in line with what I do.... All the best, Andrew Pham Agile and Lean Coach, authorMessage 1 of 9 , Apr 30, 2011View Source
On Sat, Apr 30, 2011 at 2:42 AM, <avi_a@...> wrote:
I did not use planning poker or any special estimating techniques in these situations - I just had each "team" estimate it's own work.Hi Avi,
Thank you for the answer which does not surprise me as it is also in line with what I do....
All the best,
Agile and Lean Coach, author of Scrum in Action
http://www.agileenterpriseconsulting.com/training (1-day online Scrum training)
(I say "team" since the specialists were working solo but for planning and scheduling purposes I regarded them as a separate team).
All in all it seemed to work OK - the important aspect for me was to handle the dependencies between the "teams" - so for this matter using separate PBI's and keeping them in separate sprints (a-la- feeding buffer and lookahead planning) was enough.
Sometimes I didn't even bother estimating the tasks of the "secondary" specialist team - since the specialist wasn't into the "scrum spirit" and we just needed to make sure we got what we needed from him/her in a schedule that would allow the main scrum-team to proceed with what they needed.
I suppose if there were two real teams working throughout the entire release it would make sense to use some kind of collaborative cross-team technique, but admittedly I haven't run into the need yet....
- Avi> *1*<http://www.amazon.com/Scrum-Action-Andrew-Pham/dp/143545913X/ref=ntt_at_ep_dpi_1>
--- In firstname.lastname@example.org, Andrew Pham <andrewpham74@...> wrote:
> Hi Avi and Carlos,
> How did you both do your estimate in this case? Did you use planning poker?
> How did it work?
> Agile and Lean Coach, Author of *Scrum in Action*
> On Tue, Apr 26, 2011 at 1:53 AM, avinap77 <avi_a@...> wrote:
> > Hi.
> > In our shop we also run into similar situations.
> > If the specialists are required only for occasional input, we regard them
> > as an external resource at the disposal of the team. That way the team is
> > responsible for getting what they need from the specialists - including
> > identifying the need, coordinating with the specialists etc.
> > At some point this got out of hand and the team was relying too much on the
> > specialists, so we budgeted it - for instace we allocate 4 hours of the
> > specialists's time per sprint at the disposal of the team, so the team gets
> > a sense of self-management managing their "budget". This also of course
> > helps the specialists plan their time among their different projects.
> > If the specialists need to create actual deliverables - for instance a
> > graphics designer - we regard them as a seperate team, keeping a feeding
> > buffer between dependent sprints (for instance in one sprint the graphics
> > designer would create a GUI sketch and in the sprint afterward the
> > developers would code it). This of course takes some overhead - having two
> > daily standups, two planning meetings per sprint etc. one for each "team".
> > I would also be interested in hearing of other's experience in these
> > situations.
> > HTH
> > -Avi
> > --- In email@example.com, "jcarlos.moran" <jcarlos.moran@>
> > wrote:
> > >
> > > Our product interacts with many other systems in the corporation e.g.
> > > SAP, middleware, DBA group, Corporate Architecture, data-warehouse,
> > > legacy billing systems, etc. Each system has it own team of specialist
> > > to support projects (new features) as well as day to day operations.
> > > These resources are not dedicated resources in our team, and in most
> > > cases they are in a different location than the main team.
> > >
> > > Unlike the core team, not all specialist teams are affected by each
> > > story, so having them attend the whole planning session, does not seem
> > > to be the best use of their time (if they are not affected by most
> > > stories).
> > >
> > >
> > > * How do other companies deal with scheduling specialist time for
> > > planning a sprint or a release?
> > >
> > > * How do they schedule their work in a time required by the core
> > > team?
> > > (reduce number of scheduling conflicts with other teams to complete the
> > > work)
> > >
> > > Thanks,
> > >
> > > Carlos Moran
> > >