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Re: Scrum Management (Org Structure)

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  • quang7889
    ... The organization is trying to move to a network based organization, enables by kanban, but I could see scrum enabling something very similar. - - - - - - -
    Message 1 of 6 , Dec 16, 2011
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      --- In scrumdevelopment@yahoogroups.com, Jeff Anderson <Thomasjeffreyandersontwin@...> wrote:
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      > I can talk to an organization of 200+, but the model is Kanban not scrum, still maybe the example study holds.
      >
      > CRMs and BAs tend to be organized by business / customer channel. Architects, Developers, and Testers are closely bound to technology and application delivery lines. Think Cognos, java, etc. BAs and CRMs interact with what ever capabilty line has the solution their customer needs. Capability lines can also act as customers for other capability lines, for instance a java application may require some reporting.

      The organization is trying to move to a network based organization, enables by kanban, but I could see scrum enabling something very similar.

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      Hi Jeff,

      Do you mean that Kanban is better than Scrum? Thank you to elaborate for our learning.
      Q.
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      >
      > There is talk of some enterprise architects playing a more holistic cross capability line role, but this is distant.
      >
      > Jeff Anderson
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      >
      >
      > On 2011-12-14, at 9:45 AM, "tnfredricks@..." <drew.fredrick@...> wrote:
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      > > We manage between 6 and 10 scrum teams (some Kanban teams switching back and forth between Scrum and Kanban included in that number) and have been organized around Centers of Excellence for the past 18 months. Each Center of Excellence (COE) is essentially a core skill set (UX, Java Development, Systems Analysis, etc.). So, if you think of a vertical hierarchy, our Centers of Excellence would manage specific skill sets and the scrum teams would cut horizontally across these COE's, taking team members from each COE to develop and define the scrum team (e.g. 1 SA, 3 Dev, 1 UX, etc.). This has advantages in that teams can be self-organizing without worrying about management ties/links, and allows us to focus on best practices around our COE's.
      > >
      > > With that said, though, as we expand the number of Scrum Teams, and we change to a mix of onsite and offsite teams, we're seeing a stress point on this structure. So, we're looking for input on how companies with 10+ scrum teams working on different products have found the most effective method of organizing. By Product(s)? By Technology Stack? Manager of Teams (1 or 2 or 3, regardless of product and tech)? Do you manage offshore/offsite teams differently (all under one manager? under different managers?).
      > >
      > > I'm interested in hearing how companies that have 10+ scrum teams across multiple products and blended resources (onsite/offsite/offshore) are organizing and managing their teams.
      > >
      > > Drew
      > >
      > >
      >
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