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Feature Teams

The Development Team (a.k.a. the team)

By the Scrum guide:

  • Self-organising: the team determines itself how to organise and execute their work
  • Cross-functional: the team possesses all the necessary skills and competences to produce a potentially shippable product increment

Feature team

The term feature team has been coined by Craig Larman and Bas Vodde (2010).

Source: http://www.featureteamprimer.com

A feature team is a long-lived, cross-functional, cross-component team that completes many end-to-end customer features—one by one

A feature is able to take in a customer feature (requirement) and handle it end-to-end and in this way capable to deliver value iteration by iteration.

Most teams are not feature teams. There’s an attempt to create a cross-functional team, but that team does not possesses the skills necessary to implement a customer-centric feature end-to-end.

Traditional organisations are composed of component teams – a component team specialises in one particular line of work.

In large traditional structured organisations the number of component teams is huge: a sub team for each and every ‘phase’ of the project or system involved:

  • marketing / business concepts, business analysis, functional analysis, copywriting, visual design, user interaction / user experience design, technical analysis, technical design, front-end development (subteams by technology), back-end development (many subteams for each component or layer), network, server-system infrastructure, mainframe systems, webserver, etc – the list is long.

There’s a terrible overhead and waste in coordination, hand-overs, communication.

Coordination Chaos:

Creating true feature teams is a major and important step in the organisation’s redesign to become agile.

Generalizing specialists

The team itself is cross-functional, this means that the team as a whole requires the skills to implement the entire customer-centric feature end-to-end.

People within the team have multiple specialisation (skills): you need to ask and encourage (incentive) your team members to have secondary, tertiary skills. If the people don’t have those other skills, apply co-learning techniques.

Scott W. Ambler coined the term “generalizing specialists” to define the need for multi-disciplinary team members.

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