Splitting Teams
At a certain size, it may benefit a team to split into 2 smaller teams. However, this is not a trivial decision. When splitting teams, there has to be a new administrative layer. In order to coordinate these 2 smaller teams for the same goal, the organization must conduct a Scrum of Scrums. This extra logistical step has some overhead that the teams must anticipate.
If a team splits too early, the resulting teams are too small. As with any small team, this may result in missed deadlines and failure to deliver value. Waiting too long to split wastes time. Instead of working effectively and minimizing meetings and communication, teams might spend less time developing and more time keeping all team members up to speed. The splitting process takes effort but can benefit a team if performed at the right time.
Changing Team Size
Even if a team isn’t too small or too large, changing the team size does have an effect on developers. As teams grow, developers spend less time writing code and more time communicating and meeting. Small changes in this balance are expected and do not become an issue until developers have too little time to write software. However, developers must anticipate that shift. For every new team members, developers must realize that there will be less time allocated to new development.
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