The early agile literature was adamant about two things: stick with small teams and put everyone in one room. However, in the years since the Agile Manifesto, the increasing popularity of agile and the dramatic improvements it brings has pushed it onto larger and larger projects. Additionally, having an entire team, especially on a large project, in one room, or even one building is a luxury no longer enjoyed by many projects.
Articles and videos on creating and managing cross-functional Scrum teams: scrum master, product owner and development team.
Learn how to achieve multiple team collaboration in large scale software development projects. Self-organization is a key concept for all Lean-Agile methods. However, as projects expand across the enterprise and, more specifically, cut across multiple teams, teams clearly can’t just organize in any way they want to. A blend of top-down direction with bottom-up self organization is needed. Lean provides the insights necessary for teams to self-organize within the context of the value stream within which the teams work. A top-down perspective, created by driving from business value, can provide insights on how teams must organize and work together.
The average Scrum team delivered a 35% improvement in velocity at Yahoo  where teams properly coached delivered 300-400% improvements. The best Scrum Master at MySpace peaked at 267% of initial velocity after 12 weeks and averaged 168% increase in velocity over 12 Sprints. Most teams were less successful.
Project charter discussions and documentation focuses traditionally on project scope and the goals and objectives for the project. To address specificity of Agile project, the author of this article has recently created and successfully utilized an Agile Development Team Charter. It differs from usual project charter as it focuses more on the ‘how’ of the project.
We would like solutions delivered fast without compromising quality, user experience, implicit requirements and non-functional aspects such as scalability and performance. This would have been easier, if we had all the time in the universe. Doing this in a sustainable manner becomes a huge challenge for teams as there are multiple competing forces at play and because software development is very complex.
This article discusses the challenges that Agile brings to the appraisal process. Agile methodology focuses on team performance more than on the individual. The objectives of the team aren’t easily broken down by individual; one cannot appraise the individual on the basis of team performance. This article presents a workable solution for appraising Scrum team members. This will address problems raised while remaining within the Agile framework and philosophy. If a team is self-organizing, per the Agile framework, we can empower that team to raise itself to a “self-appraising team.”
As Scrum teams should be self-managed and self-organized, they need empowerment, because without it, it is difficult for self-management and self-organization to happen. In this article, Jerry Rajamoney shares that the high-priority impediment item he has repeatedly faced as a ScrumMaster and struggled to solve is empowering the team. He gives four situations that could be considered as signals of lack of empowerment. He also notices that some issue come from the fact that managers are often asked to play the role of product owner or ScrumMaster, which creates confusion between the organizational role and their Scrum team role. A solution to these issues is proposed.