|
敏捷认为小团队的人数规模应该是在魔法数字7上加减2。敏捷也推荐完整团队概念，就是说团队内部要有足够的技能以完成工作。因此，开发团队除了具备核心的开发技能，还要具有测试技能、数据库技能、用户界面技能。然而，很多组织仍然纠结于最佳的团队规模和有效的团队构成。 Scott-Ambler建议：根据项目需要，可以有敏捷小团队和敏捷大团队。小团队有标准的Scrum角色，比如scrum-master、开发团队和产品负责人。小团队还可以使用支持队伍，包括DBA、领域专家和测试人员这样的技术专家。大型团队需要“团队的团队（team of teams）”这样的方式。Scott认为：
Steve Miller认为：除了Scrum推荐的角色之外，要想让团队做好质量保证和文档相关工作并不现实。他们改进了团队构成，增加了两个角色。软件质量工程师负责一个sprint的产出的质量，文档专家负责创建用户指南、管理员指南和培训材料。 同样地，Michael F. Dwyer在回应Scrum Development讨论组中一个有关团队大小的讨论时指出：
因此有一个共识：团队的规模和构成要根据各个项目具体情况调整。然而，我们应该如何评价我们的团队结构是否最高效呢？ Mike Cohn建议回答下列9个问题，而且都能得到肯定回答，那就是一个结构优秀的团队。问题列表包括：
在回答完上述问题后，您是否相信您有高效的团队架构？为了让敏捷的做法帮您实现高效团队架构，您过去采取了哪些必要措施？
Agile talks about small team sizes with the magic numbers of 7 plus minus 2. Agile also recommends whole teams. Whole team is a concept that recommends having sufficient skills within the team itself to get the job done. This implies that the development team has the requisite testing skills, database skills, user interface skills, apart from the core development skills. However, many organizations still struggle with questions related to the optimal team size and an efficient team composition. Scott Ambler suggested that depending on the project needs there could be small Agile teams or large Agile teams. Small teams generally have the standard roles of Scrum i.e. A scrum master, development team and a product owner. The small team could also use a supporting cast consisting of technical experts like DBAs, domain experts and testers. A large team needs a 'team of teams' approach. According to Scott, The typical strategy is to organize your larger team into a collection of smaller teams, and the most effective way to do so is around the architecture of your system. Each subteam should be responsible for one or more subsystems, enabling them to work as a small agile team responsible for delivering working software on a timely basis. This strategy is often referred to as Conway’s Law after Melvin Conway who introduced it in the late 1960s, and is one of several lean development governance strategies. Steve Miller suggested that along with the Scrum recommended roles, he found it unrealistic for the team to handle quality assurance and documentation well. They improved the team composition to have 2 more roles. Software quality engineer to be responsible for the quality of a sprint and a Documentation specialist for creating user guides, administrative guides and training material. Likewise, responding to a discussion on the Scrum Development group about team sizes, Michael F. Dwyer commented that As Ron Jeffries may be otherwise occupied I will borrow his famous tag "2 + 2 = 5 with sufficiently large enough quantities of 2". Team size can be as small a 1 and as large as 500, it all depends on your definition of team and member involvement. Thus there is a general consensus around the need to tweak the team sizes and composition as per the project needs. However, how do you validate that you have the most efficient team structure? Mike Cohn suggested that answering the following nine questions and getting an affirmative response to each suggests a well structured team. His list of questions include
After answering the questions do you believe that you have an efficient team structure? What tweaks did you have to make to the Agile recommendations to arrive at your efficient team structure?
RelatedVendorContentScrumCore Training. Certified ScrumMaster and Certified Product Owner public and private courses A ScrumMaster’s Checklist: Product Owner, Team, Dev Practices, Organizational Related Sponsor
ScrumWorks Pro is the only Scrum project management tool designed for the enterprise. Sign up for a free 35-day trial. Team structure by Dave Hitchman Posted Mar 18, 2010 10:04 AM
|
|
|
1 comment
Watch Thread Reply