Cross-Functional Teams and Uncovering Dependencies
Cross-functional teams are core to Scrum. But hidden dependencies often slow them down. Uncovering these requires conscious effort and clear communication.
Scrum teams are cross-functional. This means they have all the skills necessary to create value each Sprint. They do not rely on people outside the team for core development work. This design aims to reduce handoffs and external delays. But even well-formed cross-functional teams can struggle with hidden dependencies. These are connections or requirements that are not obvious at first glance, but can significantly impact a team's ability to deliver.
What are Hidden Dependencies?
A hidden dependency is any unstated or unacknowledged requirement for a task to be completed. It might be a specific environment, an approval from an unexpected stakeholder, access to a particular system, or a piece of information only held by one person. These are 'hidden' because they are not part of the explicit work breakdown or initial planning. They often surface late in a Sprint, causing delays and frustration. They undermine the team's ability to forecast and plan effectively.
Why Cross-Functional Teams Still Face Them
Even with a breadth of skills, a team may not possess every single piece of knowledge or access needed for every task. For example, a team might be cross-functional for building software, but a new feature might require legal review a team member isn't equipped to perform, or integrate with a legacy system whose quirks are known only to a long-departed architect. These are not skill gaps in the usual sense, but rather external constraints or specialized knowledge silos. The team might have the 'how' but not the 'access' or 'permission'.
The Impact of Hidden Dependencies
The effects are predictable. Sprints get derailed. Commitments are missed. The team's morale suffers as they repeatedly hit unexpected roadblocks. The Product Owner struggles to manage stakeholder expectations. The Developers lose confidence in their ability to plan. Ultimately, the flow of value to customers slows down significantly. This is a direct attack on empiricism, as the team's ability to inspect and adapt is constantly undermined by unforeseen issues.
Uncovering Dependencies Early
The best way to deal with hidden dependencies is to make them visible as early as possible. This requires conscious effort during Product Backlog Refinement and Sprint Planning. The entire Scrum Team, especially the Developers, must actively probe for these connections. Ask 'what else needs to be true for this to be done?' and 'who else might care about this?'
Some practical approaches include:
- Dependency Mapping: Visually map out known and potential dependencies for larger Product Backlog Items.
- Technical Spikes: Use short, time-boxed investigations to explore unknowns and potential integration points.
- Early Stakeholder Engagement: Involve relevant stakeholders, even if just for a quick chat, during refinement for complex items.
- Definition of Done Expansion: Explicitly include checks for common external dependencies in the Definition of Done, like security reviews or specific environment availability.
Addressing Found Dependencies
Once a dependency is identified, the team can address it. If it is within the team's control, they can assign a Developer to resolve it. If it is external, the team needs to decide how to manage it. This might mean adjusting the scope of the Product Backlog Item, coordinating with an external group, or escalating it as an impediment to the Scrum Master. The goal is to either eliminate the dependency or make it explicit and manageable, rather than letting it surprise the team later.