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Team Balance
Mike Cohn
(February 3, 2010)
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Self-organizing teams are a key Agile principle. Indeed, employing the collective wisdom of a team is a great way to organize around any project work, and encourages ownership. But self-organizing teams shouldn’t be randomly assembled. In part three of our series on structuring and managing Scrum-based teams, here are some factors to consider when selecting or influencing who is on the team.
Editor's Note: This series is excerpted from Mike Cohn’s new book Succeeding With Agile, which examines critical factors in determining how to structure and manage Scrum-based project teams. In part one, the author explained the importance of keeping teams small. In part two, he recommended orienting each team around the delivery of end-to-end user-visible functionality. Here, in part three, he shares factors for making sure the right people get on each team.
The ability for a team to self-organize around the goals it has been given is fundamental to all agile methodologies, including Scrum.
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