This article explores what happens to a feature team that is part of a product group when product demand runs dry. In particular it is about the purpose of the team diminishing and looking what options there are for the team going forward.
Over recent months, I’ve come to hear tales and woes of some Agile Coaches seemingly ‘breaking and entering’ an organisation and instantly eliminating whatever the existing Agile practice in favour of their own methodology. Supposedly, some contexts do demand this approach, perhaps based on previous learning this is even the client’s intention or the coach’s recommendation. By and large however, it seems to me that this robs the Agile Coach of valuable learning; losing knowledge of the underlying causes of success and dysfunction that would inevitably prove useful when working with the people and the organisation going forward.