Transitioning from Component Teams to Feature Teams in Scrum
As a Scrum Master, transitioning an organization from component teams to feature teams is a significant step toward enhancing product development efficiency and effectiveness. This article explores a specific exam question about the considerations when moving from component teams to feature teams, providing detailed explanations and insights relevant to the PSM II exam.
Exam Question
You are a Scrum Master entering an organization that wants to “evolve” their product development to Scrum. The organization’s teams are organized into component teams. This means that teams address one single application layer only (for example, front end, middle tier, back end, and interfaces).
You introduce the concept of feature teams, where teams have the skills to work on multiple layers throughout a Sprint and deliver working software every Sprint. What are two things you take into consideration when moving away from component teams toward feature teams? (choose the best two answers)
- A. With feature teams, it is easier to calculate and compare the productivity per team. Incentives on productivity are likely to speed up the transition to feature teams, and therefore the adoption of Scrum.
- B. Productivity, in terms of lines of code or story points, will probably suffer during the transition, although even then delivery of business value is still likely to increase.
- C. You cannot do Scrum without feature teams. Don’t continue adopting Scrum until teams are reorganized in feature teams.
- D. Feature teams will require time to become productive as people from the different layers and components become accustomed to working and delivering unified functionality together, as one Scrum Team.
Correct Answers
B. Productivity, in terms of lines of code or story points, will probably suffer during the transition, although even then delivery of business value is still likely to increase.
D. Feature teams will require time to become productive as people from the different layers and components become accustomed to working and delivering unified functionality together, as one Scrum Team.
Explanation
Correct Answers
B. Productivity, in terms of lines of code or story points, will probably suffer during the transition, although even then delivery of business value is still likely to increase: When transitioning from component teams to feature teams, there is often an initial dip in productivity as team members adjust to new ways of working and collaboration across different layers of the application. However, the focus on delivering business value increases, which is the primary goal of Scrum. This shift often leads to better overall outcomes despite the initial challenges.
D. Feature teams will require time to become productive as people from the different layers and components become accustomed to working and delivering unified functionality together, as one Scrum Team: Moving to feature teams involves a learning curve. Team members need time to develop cross-functional skills and adapt to new team dynamics. It is essential to allow time for this adjustment to ensure long-term success and productivity.
Incorrect Answers
A. With feature teams, it is easier to calculate and compare the productivity per team. Incentives on productivity are likely to speed up the transition to feature teams, and therefore the adoption of Scrum: While incentives might seem like a way to speed up the transition, focusing solely on productivity metrics such as lines of code or story points can lead to unhealthy competition and undermine the collaborative spirit of Scrum.
C. You cannot do Scrum without feature teams. Don’t continue adopting Scrum until teams are reorganized in feature teams: This statement is incorrect as Scrum can be adopted with component teams initially. The transition to feature teams is a recommended practice but not a prerequisite for starting Scrum.
Responsibilities in Scrum
- Product Owner: The Product Owner ensures that the Product Backlog reflects the needs of the business and prioritizes items that deliver the most value. They work with both component and feature teams to maximize the product’s value.
- Scrum Master: The Scrum Master facilitates the transition from component teams to feature teams, helping the organization understand the benefits and addressing any impediments that arise during the change.
- Developers: Developers in feature teams work collaboratively across different layers of the application to deliver fully integrated increments of the product.
Relevance to the PSM II Exam
Understanding the transition from component teams to feature teams is crucial for the PSM II exam. It demonstrates advanced knowledge of Scrum principles and the importance of team structure in delivering value. Mastering this concept ensures that Scrum Masters can effectively guide their organizations through significant changes in team dynamics and productivity.
Key Takeaways
- Transitioning to feature teams may temporarily reduce productivity but will likely increase the delivery of business value.
- Feature teams require time to become fully productive as team members adapt to new ways of working and collaboration.
Conclusion
Transitioning from component teams to feature teams is a strategic move to enhance product development in Scrum. While it may involve initial challenges in productivity, the focus on delivering business value and fostering cross-functional collaboration leads to long-term success. Understanding these considerations is essential for effective Scrum implementation and success in the PSM II exam. For comprehensive preparation and practice exams, check out PSM II Exam Prep to enhance your understanding and application of Scrum principles.
