Abstract
Agile development requires self-organizing teams. The set-up of a (feature) team has to enable self-organization. Special care has to be taken if the project is not only distributed, but also large and more than one feature team is involved. Every feature team needs in such a setting a product owner who ensures the continuous focus on business delivery. The product owners collaborate by working together in a virtual team. Each feature team is supported by a coach who ensures not only the agile process of the individual feature team but also across all feature teams. An architect (or if necessary a team of architects) takes care that the system is technically sound. Contrariwise to small co-located projects, large global projects require a project manager who deals with—among other things—internal and especially external politics.
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References
Brooks, F. P. Jr. (1995). The mythical man-nonth: Essays on software engineering (20th anniv. ed.). Reading: Addison-Wesley (Quoted from p. 42 and p. 44).
Cockburn, A. (2006). Agile software development: the cooperative game (2nd ed.). Reading: Addison-Wesley.
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Further Reading
Eckstein, J. (2004). Agile software development in the large. Cambridge: Dorset House.
Eckstein, J. (2010). Agile software development with distributed teams. Cambridge: Dorset House.
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Eckstein, J. (2010). Roles and Responsibilities in Feature Teams. In: Å mite, D., Moe, N., Ã…gerfalk, P. (eds) Agility Across Time and Space. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-12442-6_19
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DOI: https://doi.org/10.1007/978-3-642-12442-6_19
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