Introduction
My personal observation of Agile teams, their structuring and ability to deliver
Collateral
Whole teams
Agile teams should be whole/complete teams comprising of members with all the skills required to get the job done. That does raise the question as to what happens when your team requires specialist skills??
T-shaped members
The team members should have a depth of knowledge in certain areas (technical specialities so that they can contribute something of value to the team) but a breadth of knowledge that covers the SDLC. They seek to deepen their current specialities as well as those areas where they are not experts.
Agile teams are stable
The team delivers not individuals. So they function as one, hence the whole teams concept from above. Pulling and reassigning team members from iteration to iteration is detrimental. Yes, there is the concept of T-shaped members but remembers the analysis of story point value us based on a number key attributes, one of which is the team members abilities to do something.
Small Agile Teams
Agile teams do not consist of positions but roles. There are a number of roles, each of which may have zero or more persons acting in that role.
| Role | Description |
|---|---|
Team Lead Scrum master in scrum Team Coach in other other approaches | Responsible for facilitating the team, obtaining resources for it, protecting it from problems. Typically this role encompasses the soft skills of project management. Some would argue that it shouldn't take on the activities of planning and scheduling alone, these should be a team activities. |
| Team Member | |
| Product Owner | |
| Stakeholder |