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ern, we prove chart. This may also tend to increase overall IT team size, but less directly (as many of the specialists we use may only work on the project on an occasional, part-time basis). BDUF documentation often becomes important here, as specialists create technical designs for implementing new or upgraded components, infrastructure, data communications, or security.
IT team skill sets
The number and diversity of necessary skill sets in an information technology team.
• IT team locations: The number of IT team locations tends to increase with both functional and non-functional requirements. For functional requirements, it may be infeasible to hire a large number of developers in a single location. Instead, we may need to include other offices, hire contractors, outsource overseas, and so on. For non-functional requirements, we may fmd that the specialists we need are located in various places around the globe, such that we end up with many more locations. In general, an increasing number of locations makes informal, face-to-face communications more difficult. This is intensified by the degree to which team members are in different time zones, speak different native languages, are from different cultures, and are from multiple organizations (for example, an internal IT team that temporarily adds outside consultants to the team). Thus we end up needing more formal documentation in the form of BRUF and BDUF. As shown in Figure 5-15 simply needing to communicate via video calls lessens a team’s ability to effectively utilize informal requirements, as was shown earlier in Figure 5-1.
IT team locations
The various locations where the information technology development team members are located. This area can encompass multiple time zones, native languages, cultures, and organizations.
• Customer team size and diversity: This factor is most closely aligned with functional requirements and therefore BRUF. In general, as the number and diversity of our customers increase, the more likely it is that we will receive a higher number of feature requests. Further, the complexity of those feature requests may also increase as we discover that customers in different locations may want somewhat different versions of the same feature. Finally, a large number of diverse customers makes collecting requirements more challenging—in effect, this makes achieving clarity more difficult. We may find ourselves needing to have separate discussions with individuals doing the same job in different locations. Put another way, this kind of situation makes it unwise to try to depend on a single Scrum product owner. If those discussions elicit somewhat different requirements, then we may need to communicate further to determine how to
handle those differences. It is not surprising that this complexity causes the need for BRUF to increase significantly. Customer team size and diversity The degree to which a system needs to serve a variety customers, in different roles and in different locations, supporting numerious variations in business requirements.