Re: Agile Project Management
On 2/12/2012 12:06 PM, Arne Vajh?j wrote:
On 2/12/2012 12:00 PM, Lew wrote:
Arved Sandstrom wrote:
I don't think the OP meant ~800 person *project*.
Once we start getting into these examples I'd like to see a clear
understanding of what numbers are involved in what roles on what pieces.
I can think of examples from my own experience where a software
development team of maybe a dozen or fifteen folks (developers, team
lead, technical architect, PM, QA/QC types etc) fell into the following
1. as the only software development team in a small (<30 people) product
2. as one of several similar sized teams in a ~100 person IT shop in a
small/mid-sized (several thousand people) services organization. Each
team working independently on their own IT projects;
3. As the only team working on a specific product in a large (10,000+
persons) IT company. Dozens upon dozens of other teams, many larger,
some smaller. But this team is insular and works on one thing.
In these 3 examples mentioning the size of the organization (~25, ~2000,
~25000) is irrelevant.
You're absolutely right, though, Patricia: for an 800-person *project*
you sure would want clean interfaces. Myself I don't think that adopting
agile is either going to help you or hinder you in achieving that good
architecture; either you know what you're doing or you don't.
If you have structured an 800-person project in this sense, not
into 5- to 12-person autonomous projects, then either you don't know what
you're doing or you don't.
If would put it the exact opposite if a 800 person project is split
into 80 autonomous projects of 10 persons, then the management it
Imagine some autonomous web UI projects choosing:
and some autonomous persistence projects choosing:
- Oracle with SP's
- DB2 with Hibernate
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