Feature vs component

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Feature vs component

  1. 1. Component vs. Feature Teams<br />
  2. 2. Copyright © 2007-2011, Innolution, LLC. All Rights Reserved.<br />Component Teams (Single Backlog)<br />Product Backlog<br />Component Team #1<br />Component Team #2<br />Component Team #3<br />Component<br />Area #1<br />Component<br />Area #2<br />Component<br />Area #3<br />
  3. 3. Copyright © 2007-2011, Innolution, LLC. All Rights Reserved.<br />Component Teams (Multiple Backlogs)<br />Product Backlog #1<br />Product Backlog #2<br />FA #1 PB<br />FA #3 PB<br />FA #2 PB<br />Component Team #1<br />Component Team #2<br />Component Team #3<br />Component <br />Area #1<br />Component<br />Area #2<br />Component<br />Area #3<br />
  4. 4. Component Teams<br />Portfolio<br />©2010 Leffingwell, LLC. <br />Reproduced with permission<br />Epic 1<br />Investment Themes<br />Portfolio Backlog<br />Epic 2<br />Epics<br />fit in time boxes<br />Epic 3<br />Architecture<br />evolves continuously<br />Arch. Epic 4<br />Product LineManagment<br />Epic 5<br />Program<br />Features & Enable Development<br />Rough Planning<br />Feature<br />Feature<br />Feature<br />Feature<br />Feature<br />Epic Program Backlog<br />Product Manager<br />Feature<br />Feature<br />Feature<br />Features & Enablers fit in PSI’s<br />Feature<br />Feature<br />Enabler<br />Enabler<br />Team Backlog<br />Pods of ~3-12 Scrum Teams<br />Team<br />Storiesfit in sprints<br />(Implemented by) Tasks<br />Team Backlog<br />Spikesare research, design, refactor Stories<br />Team Backlog<br />Sprints<br />Sprints<br />See www.scalingsoftwareagility.wordpress.com and Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise. Addison-Wesley. 2011<br />
  5. 5. Copyright © 2007-2011, Innolution, LLC. All Rights Reserved.<br />#1 PB<br />#2 PB<br />#3 PB<br />Combine Component Teams members to make Feature Teams<br />Product Backlog<br />Feature Team #1<br />Component Team #1<br />Component Team #2<br />Component Team #3<br />Component <br />Area #1<br />Component<br />Area #2<br />Component<br />Area #3<br />
  6. 6. Multitasking Gets you There Later<br />UnitaskingOrganization<br />Team Organization<br />Source: InfoQ - Multitasking Gets You There Later<br />
  7. 7. Feature Teams<br />Copyright © 2007-2011, Innolution, LLC. All Rights Reserved.<br />Each team has all of the people to develop complete features<br />Product Backlog<br />Feature Team #1<br />Feature Team #2<br />
  8. 8. Multiple teams on One Epic<br />8<br />Epic Backlog<br />Feature Team #1<br />Feature Team #2<br />Feature Team #3<br />
  9. 9. Goal<br />Portfolio<br />©2010 Leffingwell, LLC. <br />Reproduced with permission<br />Epic 1<br />Investment Themes<br />Portfolio Backlog<br />Epic 2<br />Epics<br />fit in time boxes<br />Epic 3<br />Architecture<br />evolves continuously<br />Arch. Epic 4<br />PLMT<br />Epic 5<br />Program<br />Features & Enable Development<br />Rough Planning<br />Feature<br />Feature<br />Epic Program Backlog<br />CustomerTeams<br />Feature<br />Feature<br />Enabler<br />Features & Enablers fit in PSI’s<br />Feature<br />Feature<br />Feature<br />Feature<br />Enabler<br />Team Backlog<br />Pods of ~3-12 Scrum Teams<br />Team<br />Storiesfit in sprints<br />(Implemented by) Tasks<br />Team Backlog<br />Spikesare research, design, refactor Stories<br />Team Backlog<br />Sprints<br />Sprints<br />See www.scalingsoftwareagility.wordpress.com and Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise. Addison-Wesley. 2011<br />
  10. 10. Dean Leffingwell<br />Kenny Rubin<br />
  11. 11. Chad “Agile Ninja” Holdorfwww.scaledagiledelivery.com<br />Hi, my name is Chad Holdorf and I call myself the Agile Ninja (formally know as the UberScrumMaster). One day I saw a job posting on Rally for an UberScrumMaster and thought that sounded like a fun job. As I read the description I thought it sounded a lot like me. <br />I work for a large manufacturing Fortune 100 company in Des Moines IA as an Agile Process Pro. I’m not sure that is the right title, but my role is to roll out and support Agile to the organization.<br />The challenges I blog/tweet/talk about are related to how the organization I work in is tailored around hardware and waterfall processes. This drives me bonkers! <br />I’ve been applying Agile practices since Feb08. As an Agile Coach, I orchestrated the first large-scale Agile transformation within the company. This project included over 200 people and 30+ managers and was initiated, successfully, just four months prior to a critical product launch. I specializing in organizational change, optimization, efficiency and business value delivery, I make organizations better. Today 600+ people are practicing what I call “Scaled Agile Delivery Methodology” within the company I work for.<br />

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