![]() ![]() In this model, new team members are added to the existing team, one team member at a time and taking enough time to let the new member settle before adding the next. ![]() Paweł Olchowik summarized this post in a short movie. How do you replicate the capabilities of your existing team without destroying current high-performance teams? He contacts a good friend, Anna, who has dealt with this situation before and asks for her advice.Īnna explains that there are two options of gradual growth that have a very high chance of succeeding with limited risk to his productive team. Peter has found himself in the classical situation in which many product owners and project managers find themselves. But since their product was featured in the Google Play Store they’ve found themselves stretched to their limits. It is amazing what you can do with a dedicated team willing to improve. He and his teams have worked a number of sprints to get better at Scrum, implemented Continuous Integration even to deliver to production multiple times per day. In order to meet demands while adding new features, Peter needs to either get more value out of his teams and if that is no longer possible, add more team members. Peter has started on this new product with a small team, six of his best friends and it has really taken off. Meet Peter, he’s a product owner of a new team starting on the greatest invention since sliced bread. So how do you scale Scrum to the limit? And what are those limits? You’re likely to have been asked the question: “we need to go faster, how many more people do we need?” Most people naturally understand that just adding a random number of people isn’t likely to make us any faster in the short run. ![]()
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