We got to this team size by being successful and having to keep up
with market demand. 5 years ago we were only 4 developers - now we
have 40. We hired as demand for our product and our ability to add
features grew.
I'm glad you made the second point about the enterprise because I've
never thought of enterprise software as being even close to internal.
Our market isn't the internal enterprise it's the external
enterprises - Fortune 500 that type of thing. There is one type of
end user - the one who pays. There are lots of different roles the
paying customer has within their own organization
Adam
--- In
agile-testing@..., Phlip <phlip2005@...> wrote:
>
> Adam White wrote:
>
> > I'm wondering how well agile scales as the teams get larger. Does
> > anyone have any experiences they can share about using scrum on a
team
> > of 35-40 developers and testers
>
> Turn the question around, and ask how you got up to 40 engineers? I
think a team
> should start small, and should add developers until its velocity
levels out.
>
> > for an enterprise level product?
>
> In-house development is super easy! You just keep collating feature
requests,
> doing them, and deploying them daily. You control all the users'
hardware &
> software, and you can pop the hood on the server if something goes
wrong. What
> am I missing?
>
> If an enterprise is so big it has more than one kind of end-user
population (say
> manufacturers vs administrators), then maybe you should split the
teams up based
> on the stream of feature requests...
>
> --
> Phlip
>
