I know that the agile concept requires the teams to be small, autonomous and self-sufficient, but how to organize teams when forming small and autonomous teams is almost impossible as each member controls a specific technology and thus must work in 10 different concurrent projects?
Any best-practice on defining a business unit structure to be able to apply agile management and cope with concurrent projects and understaffing issues?
I find it really hard to redefine the structure of our business unit to be able to generate Agile-compatible teams where all members are only allocated to one project.
Same complexity to try to allocate a project to only one of these agile-teams. We need that all developers work concurrently on various projects.
I could do a complete business unit Kanban, but we are 50 people, so I anticipate hell when having to manage Backlogs and team meetings.
Any advice on if/how to structure our group to allow for agile project management?
Business unit structure:
- about 50 people
- about 150 ongoing projects
- working like a small company with Project managers, SW developers, mechanical and electronics engineers, workshop technicians etc… with a very wide field of technologies to manage
- all customer specific projects (we do not develop and sell products, but specific "engineering" projects)
- minimum project time 6 months, maximum 4 years
- R&D projects only, so requirements are changing during the project
Projects have their uncontrollable lifecycle with intensive periods followed by lengthy dead time due to delay in the clients feedback, waiting for purchased components, or just fixed long timeframe but at low intensity.
Bottlenecks we have:
- each individual member of the group has a specificity required in various project
- other members are not proficient (enough) on this other technology