Transitioning from Component Teams to Feature Teams in Scrum

When transitioning from a traditional method to Scrum, it’s important to understand the advantages and disadvantages of maintaining component teams versus reorganizing into feature teams.

Exam Question

You have six teams using a traditional method to deliver a product. Your management has asked you to start using Scrum. In the initial project, there were separate plans and teams for the layers of a software system, i.e. one for the front-end, one for the middle tier, one for the back-end, and one for the interfaces and services. This resembles what is known as component teams. But you have read that it’s a good idea to have teams organized by feature. What are the advantages of keeping component teams while starting Scrum? (choose the best answer)

• A. Component teams have all the specialized skills needed to focus on their key competency.
• B. Component teams generally have the skills needed to create a working Increment of software that provides business value.
• C. Because they have worked together for some time, they are likely able to start producing shippable Increments faster than new feature teams would.
• D. There’s less initial disruption than reorganizing into new teams. As they start, they will discover what works best, and how to potentially re-organize toward this.
• E. There are fewer cross-team dependencies than working in feature teams.

Correct Answer

D. There’s less initial disruption than reorganizing into new teams. As they start, they will discover what works best, and how to potentially re-organize toward this.

Explanation

Why D is Correct

D. There’s less initial disruption than reorganizing into new teams. As they start, they will discover what works best, and how to potentially re-organize toward this:

Transitioning to Scrum can be disruptive. Keeping the existing component teams initially can minimize this disruption, allowing teams to adapt to Scrum processes first. Over time, these teams can evaluate their effectiveness and re-organize into feature teams if needed. This approach allows for a smoother transition by leveraging existing team dynamics and minimizing immediate changes.

Why A, B, C, and E are Incorrect

A. Component teams have all the specialized skills needed to focus on their key competency:

While specialization is a strength, it does not align with the cross-functional nature of Scrum teams that need to deliver complete Increments independently.

B. Component teams generally have the skills needed to create a working Increment of software that provides business value:

Component teams often lack the broad range of skills required to deliver a full Increment on their own, relying instead on coordination with other teams, which can slow down delivery and reduce efficiency.

C. Because they have worked together for some time, they are likely able to start producing shippable Increments faster than new feature teams would:

Although existing team cohesion is beneficial, component teams still face challenges in delivering complete Increments independently, which can hinder overall efficiency.

E. There are fewer cross-team dependencies than working in feature teams:

In practice, component teams often result in more dependencies between teams, as each team works on a different layer of the system. Feature teams, which work on complete features, reduce these dependencies.

Key Points

• Minimized Disruption: Starting with component teams can reduce initial disruption, allowing for a smoother transition to Scrum.
• Evaluation: Teams can evaluate their effectiveness and discover what works best before reorganizing into feature teams.

Responsibilities in Scrum

• Product Owner: Ensures the Product Backlog is ordered and refined to maximize the flow of value.
• Scrum Master: Facilitates the Scrum process, helps remove impediments, and ensures the team adheres to Scrum principles.
• Developers: Self-manage their work, collaborate across technical layers, and deliver a usable Increment by the end of each Sprint.

Relevance to the PSM I Exam

Understanding the transition from component teams to feature teams and the advantages of starting with existing teams is crucial for the PSM I exam. This knowledge emphasizes the importance of minimizing disruption and leveraging existing team cohesion during the transition to Scrum.

Conclusion

While transitioning to Scrum, keeping component teams initially can minimize disruption and leverage existing team cohesion. However, it’s important to evaluate the effectiveness of this structure and consider reorganizing into feature teams for long-term success.

For comprehensive preparation and practice exams, check out PSM I Exam Prep to enhance your understanding and application of Scrum principles.