Can One Person Be Involved in Multiple Scrum Teams?

The question of whether a single individual can be part of multiple Scrum teams arises frequently within organizations adopting agile methodologies. This piece will explore the pros and cons, provide practical examples, and offer advice on managing such scenarios effectively.

Factors to Consider

Participating in multiple Scrum teams can be feasible in certain circumstances but comes with significant considerations. Here are some key factors to weigh:

Workload

The primary concern in involving a person in multiple Scrum teams is the workload. If an individual is overburdened, their capacity to contribute effectively to each team may be diminished. Ensuring that the total load they carry does not overwhelm their productivity is crucial.

Commitment

Scrum emphasizes the commitment of team members to their team and its goals. When a member is spread across multiple teams, their ability to fully engage and contribute might be compromised. This commitment can impact both the individual and the teams they are part of.

Coordination

A member in multiple teams must navigate a complex landscape of schedules, priorities, and tasks. Effective coordination is essential to avoid conflicts and ensure that all teams' objectives are met.

Role Clarity

To prevent confusion and ensure accountability, it is vital to clearly define the individual's roles and responsibilities in each team. This clarity helps in managing expectations and responsibilities across multiple projects.

Team Dynamics

The presence of the same individual in multiple teams can impact team dynamics, trust, and collaboration. Maintaining a positive working environment is crucial for the success of both the individual and the teams they are involved in.

Practical Examples and Management Strategies

Organizations often implement policies to manage the scenario of individuals being part of multiple Scrum teams. For example, a team can support every non-mobile project company-wide while also having a dedicated project for themselves. These team members may attend multiple scrum meetings as needed, with a structured side planning process to schedule their work and maintain alignment with their main project.

The nature of being part of multiple teams can vary. If a person attends multiple scrum meetings and performs tasks for those teams, this could qualify as being on multiple Agile teams. Similarly, if their pay is provided by different projects or sources, this could also fit the definition. However, it is crucial to strike a balance to ensure quality of work and team performance are not compromised.

The Agile Team Foundation

For a truly agile team, the concept of a team means “this is where I belong.” Just as a soldier in a military platoon cannot be in multiple platoons, a member of an agile team should not be divided across different teams. If a person needs to be involved in multiple teams, it often indicates a lack of alignment with organizational value. Instead, they may be aligned with organizational silos, which can hinder the team's ability to deliver value seamlessly.

To ensure true agility, teams must align around value creation and collaboration rather than organizational boundaries. This alignment helps in fostering a more cohesive and effective working environment.

Conclusion

The involvement of a single person in multiple Scrum teams can be managed with careful planning and coordination. Organizations must carefully consider the workload, commitment, coordination, role clarity, and team dynamics to ensure that such involvement does not adversely affect the overall performance and quality of work. By doing so, they can leverage the strengths of each individual to their fullest potential.