Who Dictates the Team Size and Composition?
So who dictates the team composition and size? While the general management maintains the overall resource allocation from the organization level, every member of the scrum team is responsible for contributing to the decision pool. For instance, each member of the development team can exert influence by making recommendations on team composition and size. On the other hand, the scrum master contributes by facilitating discussions on project resources, impediments, and process improvements; usually, the scrum master has no authority to execute organizational change but he or she is responsible for making sure the information coming from the team is relayed to appropriate authority figures to drive the needed change.
The product owner is one of those authority figures and critically responsible for the resource budgeting. So the final declaration is done by the product owner assuming the decision is proper and informed based on the influence exerted by the scrum team. There is still a trace of authority, which is not necessarily negative, especially when the decision is derived carefully from the collaborative participation of the entire team.
Velocity and Capacity Planning based on Team Size and Capability
There are typical ways on how the Product Owner can manage the product backlog and negotiate with stakeholders in the context of team size and capability, velocity planning, and capacity planning. While not mutually exclusive, it also anchors on the consistency and maturity of the team as to how the Product Owner will strategize.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios