Scrum Team

A team (producers and supporters) working closely together to achieve a vision and a guard to protect the team.

… you have a Vision of a product for your customers. You have started to record the ideas your customers are going to love and you need to start to make these ideas a reality. You don’t know how to make the product or whether the ideas are correct, what you do know is there will be new ideas as you learn more.

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Many great Visions are beyond the reach of solo efforts, and to achieve such a Vision you need to build the complex product, bring it to the market and leverage feedback.

Some products simply cannot realize greatness at the hands of a single individual; it's too easy to become blindsided in a feedback vacuum. Experience shows that person-for-person, teams outperform individuals: Many hands make light work. [1]

History, experience, and inclination will draw individuals to particular areas of focus (e.g., eliciting needs from the market as opposed to production), but too much specialization (e.g., to want to be in production without wanting to deal with other development tasks like documentation or testing) can lead to expertise starvation as development needs vary from delivery to delivery. Role differentiation should primarily follow from variations in the long-term rhythms of those roles' primary activity. For example, one set of roles may deal with the market on a release cadence while another set of roles may deal with day-to-day production issues.

The business and development work on different rhythms for good reasons, and letting them working separately increases autonomy and lets each side focus on what it does best. On the one hand this give the business the freedom to work on other things and wait until the product is delivered. On the other hand, when the business gives the order to development to develop a product and the responsibility of delivering the product is shifted from the business to development there is a hand-off. The hand-off of responsibility reduces the possibilities of development to meet the contract; the only thing that development can do is increase velocity.

Purpose is an important intrinsic motivator. Focus on the whole product is a state of mind and it is hard to develop that mindset when you are working on an assembly line producing small parts of a product. This focus makes work more meaningful and helps people to feel ownership for the Vision and identify the with purpose of the product.

A team should be a locus of learning and improvement, and the team structure should support learning. Solving a complex problem means that you will learn a lot during development and use that learning to let the solution emerge. Each of the business and development could respectively elicit and act on feedback relevant to their own worldviews. A solution that works good from the perspective of the business might not yield the Greatest Value. The same is true of development perspective. Frenetic pace of development and the intellectual demands of building a product work together to draw our focus to only the problem at hand. We’re so busy building a product that we can’t be bothered to do it better. And neither development nor the business are attendant to the more transcendent issue of process, which is very worrisome from the perspective of the Japanese roots of Scrum that advise us “build the right process and you'll build the right product.” 

Without fast feedback, the learning is delayed and less effective, and learning is maximized when people with different expertise and perspectives work together during development. People that focus on the activities of developing the product often have less time to think about how to increase the feedback loops.

Therefore:

Form a team that has the people who can make the product (Development Team), a Product Owner who guides product direction and a ScrumMaster who facilitates learning.

A Development Team has the skill and knowledge to implement products. A Product Owner is the manifestation of the Business within the Scrum Team (connecting it with the customer). A ScrumMaster has the skill and knowledge to coach a Scrum Team, help it continuously improve its development process, and address Impediments.

Usually the Scrum Team is brought into existence by a Product Owner to realize his or her vision to achieve value, and in many contexts the Product Owner will work within an enterprise to create the Scrum Team as a small, autonomous enterprise within the larger entity. The Product Owner will take the role to lead the team in the direction of the Vision. The team adds a small number of Developers that may grow over time but never beyond a Small Team of no more than about seven Developers in any Development Team. The Developers have their own identity as a Development Team that manages itself to its forecasts and commitments. The Product Owner and Developers together make sure the ScrumMaster position is filled; the ScrumMaster takes ownership of the process and supports the team in ongoing improvement.

The Scrum Team is more than a wrapper for including the Product Owner in a team. The Scrum Team is a small business that can work within the context of the organization and make independent decisions to respond to the customer. This change in structure has a significant effect in the development of products when using Scrum.

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The Scrum Team provides an organizational home for the Product Owner's Vision. Each Scrum Team runs like a small enterprise, as an Autonomous Team. Each team comes together around shared values and is conscious of, and may even articulate, its Norms of Conduct.

A small and interactive Scrum Team creates opportunities for feedback from the development of the product (as a Regular Product Increment) into the Product Backlog. Because the Development Team spends a lot of time with the Product Owner — building a strong working relationship — the Development Team can come to understand the product direction well. The Product Owner will also gain a deeper understanding of the implementation of the product leading to other choices they make to increase ROI or other value.

The Scrum Team creates a structure that supports alignment for the team around the product direction and goals. The team meets regularly to attend to fixed work such as periodic review and planning (Fixed Work), and other central events like Sprint Planning. Teams have a purpose and without the explicit link to the product direction via the Scrum Team the purpose of the team can become fractured, this may be where functional subgroups have their own purpose. The climate for product development can also be established via the Scrum Team. Whether a product needs to be highly secure, or delivered very quickly, or extremely robust is established via the desired market for the product and connecting the Development Team with the Product Owner allows for the appropriate climate to foster. Multiple Scrum Teams align informally as needed, and more formally through the over-arching MetaScrum.

True teams are almost always Collocated Teams. Size the team according to Small Teams, ensure that it is cross-functional and let the team manage the Development Team membership over time according to Stable Teams. This creates the opportunity for the team to become autonomous and self-organizing as well as aligned with the product.

Scrum Teams within a common product development work on the same cadence (Organizational Sprint Pulse, and coordinate freely with each other as required, with a daily opportunity for formal coordination in the Scrum of Scrums, as well as once each Sprint in the Sprint Review and Sprint Retrospective. Great teams work in a rhythm of alternating focus on process improvement and production (Kaizen Pulse).

Emergency situations may cause the team to take exceptional action to break cadence; see Emergency Procedure.

For outsourcing, or other co-development program, consider using Development Partnership to staff the Scrum Team roles, with particular attentiveness to keeping the Product Owner close to the business drivers.

The Scrum Team concept was evolved from the organization of the Toyota Production System work cell, which normally comprises workers and a Chief Engineer. Jeff Sutherland split the Chief Engineer role in two, with the business focus going to the Product Owner and the process focus to the ScrumMaster.


[1] Richard Hackman, Leading Teams, Harvard Business Review Press; 1 edition July 15, 2002.


Picture from: Dirk Hansen, https://www.flickr.com/photos/dirkhansen/3235465927/ (license: CC BY 2.0).