- They can do all of the work needed to take a feature to production
- They don't work on other teams
- They have the decision of how work to take on in a given time frame
- They know what it means to be done
- The team can finish each story in 2-5 days - soup to nuts
- The user stories (or whatever else you have) has a beginning and an end and someone willing to negotiate (partner) on the middle part
- The team needs to commit to how much of the work can be done in a given time frame
- The INVEST model can be mostly applied
Most of my early days was spent trying to figure out how to keep management from stealing my scrum team members. The stealing would come in a variety of ways, from project managers to C-Level execs. Today, that's what I enjoy helping others with... setting up resilient systems that value keeping teams protected and together. Teams that identify team composition change as a risk and are thoughtful about the changes. That's how I look at number 1 and 2... risk. I know that agile fails when I don't have cross-functional teams and a backlog so therefore they are risk that I need to attack early and often.
What else do you see helping scrum teams succeed?