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After identifying these objectives, the team began the Sprint. Since the team was using familiar technology, there were no major technological problems during the Sprint. However, two team members were at a remote site. Because the team didn't have enterprise ClearCase, it couldn't readily do multi-site code management. This problem was resolved by partitioning responsibilities between the two sites, and verbally coordinating whenever either site had to use code under the other's control.

The team met and decided who would do what work. When one team member wanted to work with the Tuxedo expert to learn the product, they figured out how the rest of the team could pick up the slack. As the team started doing the work, it would meet frequently on its own to design the product and further identify and parse the work. The team did this on its own. They knew the Sprint Goal and they knew their commitment. The team was figuring out how to live up to its commitment.

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