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  • Original Org Patterns Site
    • Organizational Patterns of Agile Software Development
      • Book Outline
        • Preface
        • History and Introduction
          • An Overview of Patterns and Organizational Patterns
          • What Are Patterns?
          • What Are Pattern Languages?
          • Organizational Pattern Languages
          • How the Patterns Came to Us
          • Gathering Organizational Data
          • Creating Sequences
          • History and Related Work
          • Introspection and Analysis of Organizations
          • Shortcomings of State of the Art
          • Analyzing Roles and Relationships
          • How to Use this Book
          • Reading the Patterns
          • Applying the Patterns
          • Updating the Patterns
          • Who Should Use This Book?
          • Size the Organization
          • The CRC-Card Methodology
        • The Pattern Languages
        • Organizational Design Patterns
          • Project Management Pattern Language
          • Community of Trust
          • Size the Schedule
          • Get On With It
          • Named Stable Bases
          • Incremental Integration
          • Private World
          • Build Prototypes
          • Take No Small Slips
          • Completion Headroom
          • Work Split
          • Recommitment Meeting
          • Work Queue
          • Informal Labor Plan
          • Development Episode
          • Implied Requirements
          • Developer Controls Process
          • Work Flows Inward
          • Programming Episode
          • Someone Always Makes Progress
          • Team per Task
          • Sacrifice One Person
          • Day Care
          • Mercenary Analyst
          • Interrupts Unjam Blocking
          • Don't Interrupt an Interrupt'
          • Piecemeal Growth Pattern Language
          • Size the Organization
          • Phasing It In
          • Apprenticeship
          • Solo Virtuoso
          • Engage Customers
          • Surrogate Customer
          • Scenarios Define Problem
          • Firewalls
          • Gatekeeper
          • Self-Selecting Team
          • Unity of Purpose
          • Team Pride
          • Skunkworks
          • Patron Role
          • Diverse Groups
          • Public Character
          • Matron Role
          • Holistic Diversity
          • Legend Role
          • Wise Fool
          • Domain Expertise in Roles
          • Subsystem by Skill
          • Moderate Truck Number
          • Compensate Success
          • Failed Project Wake
          • Developing in Pairs
          • Developing in Pairs
          • Engage Quality Assurance
          • Application Design is Bounded by Test Design
          • Group Validation
        • Organization Construction Patterns
          • Organizational Style Pattern Language
          • Few Roles
          • Producer Roles
          • Producers in the Middle
          • Stable Roles
          • Divide and Conquer
          • Conway's Law
          • Organization Follows Location
          • Organization Follows Market
          • Face-to-Face Before Working Remotely
          • Form Follows Function
          • Shaping Circulation Realms
          • Distribute Work Evenly
          • Responsibilities Engage
          • Hallway Chatter
          • Decouple Stages
          • Hub Spoke and Rim
          • Move Responsibilities
          • Upside-Down Matrix Management
          • The Water Cooler
          • Three to Seven Helpers per Role
          • Coupling Decreases Latency
          • People and Code Pattern Language
          • Architect Controls Product
          • Architecture Team
          • Lock 'Em Up Together
          • Smoke Filled Room
          • Stand Up Meeting
          • Deploy Along the Grain
          • Architect Also Implements
          • Generics and Specifics
          • Standards Linking Locations
          • Code Ownership
          • Feature Assignment
          • Variation Behind Interface
          • Private Versioning
          • Loose Interfaces
          • Subclass Per Team
          • Hierarchy of Factories
          • Parser Builder
        • Foundations and History
          • Organizational Principles
          • Priming the Organization for Change
          • Dissonance Precedes Resolution
          • Team Burnout
          • Stability and Crisis Management
          • The Open-Closed Principle of Teams
          • Team Building
          • Building on the Solid Core
          • Piecemeal Growth
          • Some General Rules
          • Make Love Not War
          • Organizational Patterns are Inspiration Rather Than Prescription
          • It Depends on Your Role in Your Organization
          • It Depends on the Context of the Organization
          • Organizational Patterns are Used by Groups Rather Than Individuals
          • People are Less Predictable than Code
          • The Role of Management
          • Anthropological Foundations
          • Patterns in Anthropology
          • Beyond Process to Structure and Values
          • Roles and Communication
          • Social Network Analysis
          • Distilling the Patterns
          • CRC Cards and Roles
          • Social Network Theory Foundations
          • Scatterplots and Patterns
        • Case Studies
          • Borland QuattroPro for Windows
          • A Hyperproductive Telecommunications Development Team
      • Appendices
        • Summary Patlets
        • Organization Book Patlets
        • Bibliography
        • Photo Credits
      • Mysteriously Missing
      • Supporting Pages
        • Common Pattern Language
        • Organizational Patterns
        • Diversity of Membership
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Scrum Pattern Group

Solo Virtuoso ★

. . . we have described optimal sizes of organizations needed to create large software systems on time and within budget -- SizeTheOrganization. The following pattern explains what to do for smaller systems (less than twenty-five thousand lines of code), when a product must still be created on time and within budget, but when rapid growth is not anticipated after the first release. 

✥ ✥ ✥

When a smaller software project (less than twenty-five thousand lines of code) is overstaffed, communication overhead increases and talented individuals, who could produce the software entirely on their own, are bridled, their "horsepower" diminished. 

We have said that organizational size affects the deliverable in a non-linear manner (SizeTheOrganization). We have also observed that communication overhead goes up as the square of the size, which means that the organization becomes less cohesive as the square of the size while the "horsepower" of the organization goes up only linearly. 

The question then is, what organizational size works best for smaller software projects?

The answer depends on the individual(s) involved in the project. The productivity of a single individual can be higher than that of a collection of productive individuals. We have seen single-person developments generate 25KSLOC of deliverable code in 4 months (a craft interface for a telecommunication system); two-person developments do 135 KSLOC in 30 months. Many of these adhered faithfully to all stipulated reviews and verification steps. 

Boehm [BibRef-Boehm1981] notes a 20-fold spread between the least and most effective developers. A telecommunications developer recently told me that "having the right expertise means the difference between being able to solve a problem in a half hour, and never being able to solve the problem at all." 

(Note: Boehm quotes Grant and Stackman [BibRef-Grant1966] with a 26-fold spread, page 667.) 

The result of using a SoloVirtuoso is an organization limited to small development. Though there is a singleton development role, other roles may be necessary to support marketing, toolsmithing, and other functions. The productivity of a suitably chosen singleton developer is enough to handle sizable projects; here, we establish 25KSLOC as a limit. 

Therefore: 

Do the entire design and implementation with one or two of your most effective developers.

✥ ✥ ✥

This pattern is not a "License to Hack." The work of SoloVirtuosos is still subject to technical reviews, validation, and verification at appropriate times in the development cycle — StandUpMeeting, EngageCustomers. This combines nicely with DevelopingInPairs. 

See also ModerateTruckNumber, which raises concerns about the use of this pattern in risk-averse business.

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