Scrum Team Size
The basics of Scrum can be easy but implementing them and succeeding with Scrum can be infinitely harder. Scrum Teams need to be big enough to get things done, but small enough to allow for communication and move quickly.
The Scrum Team has three roles that make up the structure of the team, the Scrum Master, Product Owner, and Development Team. When deciding how large a team should be, the development team is where the numbers will increase or decrease. There will always be one Scrum Master and one Product Owner – teams shouldn’t have more than one Product Owner.
Choosing how many people are needed for a scrum team can seem like a daunting task for Scrum Masters. Scrum Masters guide the team in using Scrum and ensure that the team is working in its best way by serving the team. There isn’t any rigid template that you have to follow when creating a Scrum Team, however, there is some general advice to help out.
A common recommendation is that Scrum Teams should be seven people, plus or minus two. While recommendations allow for flexibility in building your team, they can be hard to implement when deciding how many people to include. As a Scrum Master, you will be tasked with ensuring the team performs at its peak. If a team is too big or too small it can affect the way you do your job. So what size should a Scrum Team be?
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