hi there, any ideas how to manage multiple sprints across multiple projects using shared engineers? in agile / scrum environment. here are more details: -For each project there is a sprint then there are teams involved in more than one project, so they have more than one sprint. -Creating teams for each project means that there will be many teams and some with only one person. -The sprint meeting is huge, engineers are not interested in the whole meeting. Saving Changes...
Forget about forecasting with any accuracy in this situation if team capacity varies sprint to sprint.
While you can lock in release dates, the volume of features delivered will depend on how much availability the team has.
You'll also "pay" the cost of waste through context switching, higher communication overhead and quality issues.
And remember that agile teams are self-organizing and need very little "management". I'd also recommend NOT referring to people as resources...
Kiron
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1 reply by MOHAMED ABOU
May 17, 2022 12:38 PM
MOHAMED ABOU
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agree with you 100% but it happens in real world. the downsides have been passed to the sponsor. however It's not possible to push the c-suite to hire more engineers for 2-3 projects of 6 months
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
This is my work daily life from years. After using Scrum from 1995 it is hard for me to remember when full dedicated resources where assigned to the initiative. In my case, what I did is to redefine the word "dedicated" for some resources, where resouces is not human beings only. What works to me is to work on SLAs or responce times for needed resources. Saving Changes...
I would suggest some type of integration forum for your various team leaders to help prioritize your resource utilization. This usually involves some type of visibility board that shows what each team has planned and what resources are required whether they are people with a specific skill, specialized tooling, testing facilities, or whatever bottlenecks are holding up the team.
The team leaders meet regularly (often a stand-up meeting at the beginning of each shift) to review the near term plan and address potential conflicts.
Depending on how people are aligned, this may need to include both a project, and a functional view. The project leaders know what work needs to occur when, and the functional leaders understand who all is asking for what resources. For example if everyone is trying to use a dedicated test environment, then there should be a representative for that resource who is reserving time for various teams and managing the priorities aligned with the larger program. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
You should consider using scaled agile framework such as SAFe or Next. While they won't solve all your problems, they will provide you with additional techniques to help you integrate the different teams.
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1 reply by MOHAMED ABOU
May 17, 2022 12:34 PM
MOHAMED ABOU
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SAFe is designed to provide an agile approach for program and portfolio management, its more for doing integrated planning where all the teams are integrating their work.
You should consider using scaled agile framework such as SAFe or Next. While they won't solve all your problems, they will provide you with additional techniques to help you integrate the different teams.
SAFe is designed to provide an agile approach for program and portfolio management, its more for doing integrated planning where all the teams are integrating their work.
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1 reply by Stéphane Parent
May 17, 2022 1:14 PM
Stéphane Parent
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My own thought about SAFe and Next is that they are not very agile. They tend to be more predictive (i.e. planning and estimating) than adaptive. I am not suggesting you implement either of them in their exact form. I'm suggesting that many of these scalable frameworks offer you tools and techniques you may find of use to deal with your situations.
The engineers should report to the project manager to provide updates on team development, adjust the schedule as needed to meet milestones, and plan weekly meetings. Saving Changes...
Forget about forecasting with any accuracy in this situation if team capacity varies sprint to sprint.
While you can lock in release dates, the volume of features delivered will depend on how much availability the team has.
You'll also "pay" the cost of waste through context switching, higher communication overhead and quality issues.
And remember that agile teams are self-organizing and need very little "management". I'd also recommend NOT referring to people as resources...
Kiron
agree with you 100% but it happens in real world. the downsides have been passed to the sponsor. however It's not possible to push the c-suite to hire more engineers for 2-3 projects of 6 months Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
May 17, 2022 12:34 PM
Replying to MOHAMED ABOU
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SAFe is designed to provide an agile approach for program and portfolio management, its more for doing integrated planning where all the teams are integrating their work.
My own thought about SAFe and Next is that they are not very agile. They tend to be more predictive (i.e. planning and estimating) than adaptive. I am not suggesting you implement either of them in their exact form. I'm suggesting that many of these scalable frameworks offer you tools and techniques you may find of use to deal with your situations. Saving Changes...
