- MUST – One Product Owner
- MUST – One Scrum Master
- MUST – Developers
Scrum Team Size and Structure
- MUST – No sub-teams
- MUST – No hierarchies
- SUGGESTED – ‘Typically fewer than 10 people’ (3)
- Are the team members remote or co-located?
- Are all the team members committed to the team?
- Are there any unspoken hierarchies, e.g. an assumed leader?
- MUST – The team has all the skills necessary to create value each Sprint (3)
- Are the skills siloed into specialisms, or are the team members multi-skilled (or T-shaped)?
Evaluating Group’s Skill Bases (2, page 162)
Four types of knowledge
- Individual expertise: gained through training, education, and experience
- Relational knowledge: An understanding of how to work together to integrate individual knowledge to achieve specified goals
- Embedded knowledge: The core technologies on which your group’s performance depends, such as customer databases or R&D technologies
- Metaknowledge: The awareness of where to go to get critical information
- Do they decide what is developed?
- Do they decide who does the development?
- Do they decide how to build an increment?
- What are they responsible for in terms of product development?
- Are they held accountable for creating an increment?
Team Working Agreements
- How do they like to communicate day to day?
- Do they have any information radiators to aid their communication?
- What are the understood response times for communications internally and externally?
- Do they socialise away from work?
- What is the energy of the team?
- Is there overtime? Is it acceptable/ expected?
Evaluating Individuals (2, page 171)
Consider these six criteria
- Competence: Does this person have the techincal competence and experience to do the job effectively?
- Judgment: Does this person exercise good judgment, especially under pressure or when faced with making sacrifices for the greater good?
- Energy: Does this team member bring the right kind of energy to the job, or is she burned out or disengaged?
- Focus: Is this person capable of setting priorities and sticking to them, or prone to riding off in all directions?
- Relationships: Does this individual get along with others on the team and support collective decision making, or is he difficult to work with?
- Trust: Can you trust this person to keep her word and follow through on commitments?
Problematic behaviour patterns (2, page 120)
|Focus||The group can’t clearly define its priorities, or has too many. |
Resources are spread too thin, leading to frequent crises and firefighting.
People are rewarded for their ability to put out fires, not for devising enduring solutions.
|Discipline||People exhibit great variation in their levels of performance.|
Employees don’t understand the negative consequences of inconsistency.
People make excuses when they fail to make commitments.
|Innovation||The group uses internal benchmarks to measure performance.|
Improvements in products and processes unfold slowly and incrementally.
Employees are rewarded for maintaining stable performance, not for pushing the envelope.
|Teamwork||Team members compete with one another and protect turf rather than work together to achieve collective goals.|
People are rewarded for creating fiefdoms.
|Sense of urgency||Teams members ignore the needs of external and internal customers.|
Complacency reigns, revealed in beliefs such as ‘We’re the best and always have been’ and ‘It doesn’t matter if we respond immediately’