Small teams that are faithful to frequent, incremental releases, and capable of self-organization, are the performance-unit building blocks of agile methods.
Problem 1: The people on the projects were not interested in learning our system.
Problem 2: They were successfully able to ignore us, and were still delivering software, anyway.
There has always been a place for lone eccentrics: brilliant and unpredictable, innovative, and occasionally delightful in their genius. But the essence of agile methods is teamwork. And why not? Patrick Lencioni writes, “. . .teamwork is the ultimate competitive advantage. . .”1 And, not only teams, but teams of professionals with multiple skills who can act redundantly ...