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  • Original Org Patterns Site
    • Organizational Patterns of Agile Software Development
      • Book Outline
        • Preface
        • History and Introduction
          • An Overview of Patterns and Organizational Patterns
          • What Are Patterns?
          • What Are Pattern Languages?
          • Organizational Pattern Languages
          • How the Patterns Came to Us
          • Gathering Organizational Data
          • Creating Sequences
          • History and Related Work
          • Introspection and Analysis of Organizations
          • Shortcomings of State of the Art
          • Analyzing Roles and Relationships
          • How to Use this Book
          • Reading the Patterns
          • Applying the Patterns
          • Updating the Patterns
          • Who Should Use This Book?
          • Size the Organization
          • The CRC-Card Methodology
        • The Pattern Languages
        • Organizational Design Patterns
          • Project Management Pattern Language
          • Community of Trust
          • Size the Schedule
          • Get On With It
          • Named Stable Bases
          • Incremental Integration
          • Private World
          • Build Prototypes
          • Take No Small Slips
          • Completion Headroom
          • Work Split
          • Recommitment Meeting
          • Work Queue
          • Informal Labor Plan
          • Development Episode
          • Implied Requirements
          • Developer Controls Process
          • Work Flows Inward
          • Programming Episode
          • Someone Always Makes Progress
          • Team per Task
          • Sacrifice One Person
          • Day Care
          • Mercenary Analyst
          • Interrupts Unjam Blocking
          • Don't Interrupt an Interrupt'
          • Piecemeal Growth Pattern Language
          • Size the Organization
          • Phasing It In
          • Apprenticeship
          • Solo Virtuoso
          • Engage Customers
          • Surrogate Customer
          • Scenarios Define Problem
          • Firewalls
          • Gatekeeper
          • Self-Selecting Team
          • Unity of Purpose
          • Team Pride
          • Skunkworks
          • Patron Role
          • Diverse Groups
          • Public Character
          • Matron Role
          • Holistic Diversity
          • Legend Role
          • Wise Fool
          • Domain Expertise in Roles
          • Subsystem by Skill
          • Moderate Truck Number
          • Compensate Success
          • Failed Project Wake
          • Developing in Pairs
          • Developing in Pairs
          • Engage Quality Assurance
          • Application Design is Bounded by Test Design
          • Group Validation
        • Organization Construction Patterns
          • Organizational Style Pattern Language
          • Few Roles
          • Producer Roles
          • Producers in the Middle
          • Stable Roles
          • Divide and Conquer
          • Conway's Law
          • Organization Follows Location
          • Organization Follows Market
          • Face-to-Face Before Working Remotely
          • Form Follows Function
          • Shaping Circulation Realms
          • Distribute Work Evenly
          • Responsibilities Engage
          • Hallway Chatter
          • Decouple Stages
          • Hub Spoke and Rim
          • Move Responsibilities
          • Upside-Down Matrix Management
          • The Water Cooler
          • Three to Seven Helpers per Role
          • Coupling Decreases Latency
          • People and Code Pattern Language
          • Architect Controls Product
          • Architecture Team
          • Lock 'Em Up Together
          • Smoke Filled Room
          • Stand Up Meeting
          • Deploy Along the Grain
          • Architect Also Implements
          • Generics and Specifics
          • Standards Linking Locations
          • Code Ownership
          • Feature Assignment
          • Variation Behind Interface
          • Private Versioning
          • Loose Interfaces
          • Subclass Per Team
          • Hierarchy of Factories
          • Parser Builder
        • Foundations and History
          • Organizational Principles
          • Priming the Organization for Change
          • Dissonance Precedes Resolution
          • Team Burnout
          • Stability and Crisis Management
          • The Open-Closed Principle of Teams
          • Team Building
          • Building on the Solid Core
          • Piecemeal Growth
          • Some General Rules
          • Make Love Not War
          • Organizational Patterns are Inspiration Rather Than Prescription
          • It Depends on Your Role in Your Organization
          • It Depends on the Context of the Organization
          • Organizational Patterns are Used by Groups Rather Than Individuals
          • People are Less Predictable than Code
          • The Role of Management
          • Anthropological Foundations
          • Patterns in Anthropology
          • Beyond Process to Structure and Values
          • Roles and Communication
          • Social Network Analysis
          • Distilling the Patterns
          • CRC Cards and Roles
          • Social Network Theory Foundations
          • Scatterplots and Patterns
        • Case Studies
          • Borland QuattroPro for Windows
          • A Hyperproductive Telecommunications Development Team
      • Appendices
        • Summary Patlets
        • Organization Book Patlets
        • Bibliography
        • Photo Credits
      • Mysteriously Missing
      • Supporting Pages
        • Common Pattern Language
        • Organizational Patterns
        • Diversity of Membership
        • Parking Lot
        • IndentationHint
        • Starting Points
          • Project Index
        • OrganizationBookPatternTable
      • Stuff to do
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Scrum Pattern Group

Development Episode ★

A baseball game is divided into separate episodes, called innings.

...members of a WorkGroup have been selected based on needs inferred from the ImpliedRequirements.

✥ ✥ ✥

It's important to build on the collective strength of an entire team and to build a true gestalt from the team members.

Each member brings specific skills which will be important at some point in the development. For this we can be thankful. However, if we overemphasize a member's specific strength, we diminish everyone's general abilities, unnecessarily narrow the members focus to applying just that specialty, risk creating ambiguity as to who is responsible for non-specialized tasks, and discourage the learning of new skills.

Therefore:

Approach all development as a group activity as if no one had anything else to do. Expect the activity to follow the usual course of an episode where energy builds to a decision-making climax and then dissipates. At the height of the episode, purpose should be clear, terminology well understood, knowns well explored and unknowns identified. It is at exactly this point that individual strengths merge into a sort of common consciousness. Landmark decisions come easy. Breakthroughs are common. A creative act will have been shared.

✥ ✥ ✥

Besides yielding better decisions, the collective episode has very positive effects on the participants. Looking back, people often have trouble identifying the actual source of key ideas. Non-specialists gain invaluable insight into the thought processes of the specialist. A specialty is demystified, shared, spread throughout the group. A master of a specialty will realize that this sharing will not diminish one's own status within the group. As insight wells up in the master, he will delay slightly, expecting others to be close to the same insight, and knowing that their actual recognition experience will be of tremendous value to them and a small loss to himself. Seymour Papert called this an "Ah Ha" and admonished instructors not to "Steal the Ah Ha" [BibRef-Papert1980].

A version of this pattern first appeared in [BibRef-Cunningham1996].

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