Larger Teams
As a scrum team gets larger, so does the amount of communication needed to ensure collaboration. As a Scrum Master, you should consider what is needed for the team and how complex the project working on is. Larger teams tend to be necessary for larger, more complex work.
Larger Teams
Teams need to be big enough to allow the work to be done. Sometimes if a project is larger and more complex, it will require more developers. Larger companies also tend to have larger teams since there will often be larger, more complex projects. However, teams can get too large. If a Product Owner comes to you and wants a 16-man team, a Scrum Master should consider whether it is necessary and how it will affect the use of Scrum.
Scrum Masters should consider how many development team members are needed to effectively get the work done while allowing for effective communication and efficient collaboration. When teams are too large, it can be harder to keep meetings time-boxed, communication becomes harder and more time and effort will be needed on the Scrum Master’s part to keep the team working effectively. Essentially, from a Scrum Master’s point of view, larger teams tend to require too much coordination between the team to keep things running smoothly and effectively. The larger the team becomes; the more time is needed to keep the team on track and working efficiently.
Scrum Masters should consider the ramifications and pitfalls that can happen when teams get too large and complex. If a Product Owner comes to you and insists on a team size that seems too large to effectively handle, suggesting that the team split into two teams that work parallel to each other can help alleviate some of the problems associated with large teams.
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