Approaches to Forming Teams for a New Product Development

When starting a new product development effort with a large group of developers, such as fifteen in this scenario, it’s crucial to form effective teams that can collaborate efficiently and deliver value consistently. There are several common approaches to forming teams in this context, each with its potential benefits and drawbacks.

Exam Question

You have been appointed the Scrum Master for a brand new product your organization is planning to develop. A Product Owner has also been appointed. Initially, fifteen developers will work on the product. What approaches are common for forming teams for this product, and how do they likely benefit or hinder the Product Development effort?

Explanation

Approach 1: Cross-Functional Teams

• Description:
  Forming multiple cross-functional teams where each team has all the skills needed to deliver a complete Increment of the product. These teams are self-sufficient and can handle all aspects of development, from front-end to back-end, testing, and deployment.
• Benefits:
  • Holistic Development: Each team can independently deliver a fully functional Increment, reducing dependencies on other teams.
  • Faster Delivery: With all necessary skills within one team, there is less need for handoffs, leading to faster delivery of features.
  • Collaboration: Promotes close collaboration and communication within the team, enhancing team cohesion and understanding of the product.
• Drawbacks:
  • Initial Learning Curve: It may take time for the teams to adjust to the cross-functional model, especially if members are used to working in specialized roles.
  • Resource Allocation: Balancing skills across teams can be challenging, and some teams might initially lack certain expertise, impacting their ability to deliver.

Approach 2: Component Teams

• Description:
  Forming teams based on specific components or layers of the product, such as front-end, back-end, database, or infrastructure. Each team focuses on one part of the product and collaborates with other teams to integrate their work.
• Benefits:
  • Specialization: Teams can focus on their area of expertise, leading to high-quality output in specialized components.
  • Clear Boundaries: Clear ownership of specific parts of the product can simplify management and accountability.
• Drawbacks:
  • Integration Challenges: Significant coordination is required to integrate the work from different component teams, which can slow down the overall development process.
  • Limited Agility: Component teams may struggle to respond quickly to changes in requirements, as their work is dependent on the progress of other teams.

Approach 3: Feature Teams

• Description:
  Creating feature teams that focus on delivering specific features end-to-end. Each team is responsible for all the tasks needed to complete a feature, from design to implementation and testing.
• Benefits:
  • End-to-End Responsibility: Teams can deliver features independently, which aligns well with Scrum’s focus on delivering valuable Increments each Sprint.
  • Enhanced Flexibility: Teams can pivot more easily based on feedback or changes in priorities, as they are focused on specific features rather than components.
• Drawbacks:
  • Skill Distribution: Ensuring that each feature team has all the necessary skills can be challenging, especially with limited resources.
  • Complex Coordination: Coordination between teams working on related features may be needed, which can add complexity to the development process.

Relevance to the PSM III Exam

In the PSM III exam, understanding different team formation approaches and their implications on product development is critical. A Scrum Master must be able to facilitate the most effective team structure that aligns with Scrum principles and the needs of the product development effort.

Key Takeaways

• Cross-Functional Teams: Promote holistic development and faster delivery but may face an initial learning curve.
• Component Teams: Offer specialization and clear boundaries but may struggle with integration and agility.
• Feature Teams: Enable end-to-end responsibility and flexibility but require careful management of skill distribution and coordination.

Conclusion

Forming effective teams is crucial for the success of a new product development effort. The approach taken should align with the product’s needs, the organization’s goals, and the strengths of the developers involved. By carefully considering the benefits and drawbacks of each approach, a Scrum Master can guide the organization in building teams that are well-equipped to deliver valuable and high-quality Increments. For more insights on team formation and preparing for the PSM III exam, visit our Scrum Master PSM III™ Exam Prep.