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Closing

In this chapter I discussed different ways to structure Scrum teams. I began by describing feature teams that are cross-functionally diverse and sufficient to pull an end-customer feature from a product backlog and get it done. I then compared feature teams with component teams that work in specific component, asset, or architectural areas, which represent only parts of what needs to be integrated into end-customer features. I went on to show a blended model of feature and component teams and how it could be used to help an organization transition to a point where it has mostly feature teams, each with excellent shared code ownership.

I then discussed how to coordinate multiple Scrum teams, starting first with a traditional Scrum practice called the scrum of scrums and then describing a concept called a release train, which can be used to coordinate the activities of a large number of Scrum teams. In the next chapter I will depart from the traditional Scrum team roles and discuss the role of managers in a Scrum organization.


  

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