Posted in Scrum Roles

Development Team


“The Development Team consists of professionals who do the work of delivering a potentially releasable Increment of “Done” product at the end of each Sprint.” (1)


Self-Organising

No one tells the Development Team how to turn Product Backlog into Increments (1)

Self-organising (3, page 56)

Self-organisation enables:

  • creativity
  • accountability within the Team
  • commitment within the Team to the Sprint Goal

Factors that promote self-organisation

  • Trust
  • Time-boxing to help focus and manage risks
  • Fixed Sprint Length – consistent delivery of value
  • Team size – too large increases complexity and overhead for communication
  • Definition of ‘Done’ – common understanding within the development team
  • Scrum Values

Self Organising Stool (4, page 32)

Self Organisation Stool

Cross functional

  • Development Teams are cross-functional, with all the skills as a team necessary to create a product Increment (1)
  • Cross-functional teams are made up of the various disciplines involved in creating your product (5, page 11)

Benefits (5, page 11)

Diversity
  • Diverse teams create better solutions, because each problem is seen from many different points of view
  • Diverse teams limits the need for gated, hand-offed based processes
Cohesion
  • Teams can share information informally, which creates collaboration earlier in the process and drives greater team efficiency 

No-Titles

  • Scrum recognises no titles for Development Team members, regardless of the work being performed by the person (1)

No Sub-domains

  • Scrum recognises no sub-teams in the Development Team, regardless of domains that need to be addressed like testing, architecture, operations, or business analysis (1)

Accountability

  • Individual Development Team members may have specialised skills and areas of focus, but accountability belongs to the Development Team as a whole (1)
  • Defining the Definition of Done (2)

Team Size

Too Small (1)

  • can’t complete a significant work within a Sprint
  • skill constraints during the Sprint, causing the Development Team to be unable to deliver a potentially releasable Increment
  • fewer than three Development Team members decrease interaction and results in smaller productivity gains

Too Big (1)

  • can’t be nimble
  • more than nine members requires too much coordination
  • generates too much complexity for an empirical process to be useful

References

  1. The Scrum Guide
  2. Scrum: A Pocket Guide by Gunther Verheyen
  3. Scrum Insights for Practitioners by Hiren Doshi
  4. Mastering Professional Scrum by Stephanie Ockerman and Simon Reindl
  5. Lean UX by Jeff Gothelf

Explore more Scrum

Scrum TheoryScrum ValuesProduct OwnerDevelopment TeamDefinition of Done

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