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Yesterday, @chethendrickson and I were talking about the new framework we're not creating, temporarily called Twelve™ at deliver:Agile (ronjeffries.com/articles/019-0…).
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Chet said it should be called One, because what we're trying to do is get a team to be as effective as a single individual working alone on something they know all about.
Or maybe Two, trying to get a team to be as effective as a really great pair, like we sometimes are.
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Or maybe Two, trying to get a team to be as effective as a really great pair, like we sometimes are.
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We spoke of mobbing, which is an attempt to get a whole group all working together smoothly. (It is reasonable to be concerned over when this is, and is not, efficient, of course.)
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All this was in the context of /roles/, such as Product Owner, Customer, ScrumMaster, Tech Lead, and the like. Roles seem almost always to become embodied in an individual. The PO, the SM, the Lead.
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When a really great small team is working well, it rarely seems that there are roles in play. Yes, sure, I may mostly play forward and you mostly back. I may handle most of the database things, and you most of the UI. But not always and not by designation.
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Instead, we pass the ball around freely. No one stops the play action and calls it back because you typed some SQL or I created a button.
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We've mentioned before that the customer / developer split in XP, the PO / dev team split in Scrum seem to be a flaw that at the time no one knew how to get rid of.
Today, we see more and more that we should refer to Skills on the team, not to Roles within it.
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Today, we see more and more that we should refer to Skills on the team, not to Roles within it.
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This may particularly apply to the role of ScrumMaster. Strong rumor has it that this role was created solely to serve as a target market for Scrum training and certification. Be that as it may, the role certainly designates some individual as keeper of the Scrum flame.
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The inevitable conclusion too often is that no one else has to be the keeper of the flame. This is the problem with all designated roles: I am the Grand Poobah AND YOU AREN'T.
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Self-organization is at the core of good development, according to Agile principles. Roles inevitably push back against self organization. They are always questionable and quite possibly never really necessary.
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