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  • Component Teams vs Feature Teams

    There’s nearly always too much work. Certainly there is often too much work for one team. Considering the optimum team size (in Scrum) is between 5 and 9 people, it doesn’t take much of a backlog to require us to have multiple teams. When this is the case, it introduces the problem of how to divide the work up between the teams. The two most common ways I’ve seen teams organised are as Component Teams and Feature Teams – but which is the best way of organising your company? This is an area that is often debated. They are contrasting approaches to software delivery and I’ve heard many arguments in favour of each. Let’s have look at them. Component Teams Component Teams are considered to be made up of experts that specialise in a specific domain and they are focused only on the knowledge and technology related to their domain. It ’stands to reason’ that if there is an area of complexity needing work performed on it on a regular basis, we should have a team dedicated to it. Common examples are the user interface (UI) or the database (DB), we may well have a team for each of those. […]

Matt Hosking

Matt is a seasoned agile trainer and transformation agent who is keenly focussed on helping organisations deliver the right products and the best user experiences to their customers. Matt started out in project management in the late ’90s working in capital markets and by 2003 had delivered some of the first agile-built financial web platforms in the UK.

Since then Matt has worked across a wide spectrum of industries including spending time working with Boeing on the first ever fully global Oracle-replicating database to support the 7E7 Dreamliner programme, and in 2009 leading a team to develop one of the first agile-designed data warehouses in the UK.

In recent years Matt has been coaching scrum, DSDM, SAFe and enterprise lean methods across the UK and India and has taken a keen interest in embedding lean thinking into non-technical / non-IT environments where it can prove very powerful, particularly in the micro-business space.

Matt holds Professional Scrum Master (PSM), SAFe Agilist (SA) and Lean Six Sigma qualifications as well as being trained in behavioural change management and people psychology.