5 questions to consider about agile capacity planning
The Agile Manifesto values “individuals and interactions over processes and tools.” One of the signers’ key principles is, “The best architectures, requirements, and designs emerge from self-organizing teams.” I agree with these principles but am pragmatic about what self-organizing teams should be in practice and how much decision-making authority helps teams achieve their best results.For example, empowering a team to select their ideal architecture and design may optimize the team’s performance, but 20 teams managing independent architectures is highly problematic for the organization.To read this article in full, please click here
The Agile Manifesto values “individuals and interactions over processes and tools.” One of the signers’ key principles is, “The best architectures, requirements, and designs emerge from self-organizing teams.” I agree with these principles but am pragmatic about what self-organizing teams should be in practice and how much decision-making authority helps teams achieve their best results.
For example, empowering a team to select their ideal architecture and design may optimize the team’s performance, but 20 teams managing independent architectures is highly problematic for the organization.
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