Flux requires us to form a temporary “Bubble” by combining groups of suitable experts, which can be dissolved when a planned work iteration is shipped and is successful. Implementation review should be decoupled from the development and should be done for the whole product area to decouple the delivery cadence.
The bubble is formed of 2 permanent mobile teams – the Product team and the One Rule (1R) team. The bubble is a temporary team where both permanent teams are working towards a common goal adhering to the “One Rule (1R)” approach. The former maintains a backlog with items ready to be discussed and pruned before development. 1R team will only pick up one item at a time strictly according to the priority assigned by the Product team.
The age of a bubble can vary (between 4 – 8 weeks or more). This age does NOT reflect the delivery cadence and should not be confused with work iterations going to production. The delivery cadence should be decoupled and can follow the well known Continuous Integration and Continuous Delivery principles.
Bubble’s age is purely depend on a product and should always be as low as possible. Bubble’s age is inversely proportional to the product quality and stability. Bubble’s age is a non-technical way to guess the efficiency of the members inside it. More decoupled and independent their product is, quicker they get dissolved.
- A bubble must be spending more time fixing issues or increasing stability because of which they cannot dissolve the bubble.
- A bubble’s scope may have changed since it started.
- A bubble may not have suitable balance of experts which is indirectly affecting the delivery and the age.
The Product team is the key decision maker about the age of a bubble. If the Product team is not satisfied after live user feedback, they can extend the bubble duration. This approach increases transparency for non-technical stakeholders without going into details. Therefore, an organisation can sense at a higher level how independent and robust the product is by the length of the bubble.
What the Bubble means to the 1R team
- It encourages the 1R team members to be responsible for the product area they are working on. Scalable architecture (futuristic) will encourage a team to think about better practices and shift left which can help future 1R teams on another bubble.
- Bubble avoid monotonous workload for longer period on one product area. Employee retention is a key factor on product success – people stay longer if they are enthusiastic and have an encouraging workplace.
- Knowledge transfer gets a boost among specialists while working within different bubbles in a regular basis without affecting product quality or delivery. It also keeps the team mobile which will create a culture of high trust and clarity.
What the Bubble means to the Product team
- Within the independent bubble the Product team enriches the story followed by implementation and review. Therefore, they don’t have to worry about the items until they are in a bubble but still can create a separate backlog ahead of time.
- Product team can choose the suitable 1R team according to the specialities they require and the priorities. This is specifically important for products which requires specific skills for a small work. As they can choose the length of the bubble, they are satisfied with the product after analysis and feedback.
- They can focus on business values and completely trust on 1R team without worrying about what is going on behind the scene. They can focus on what is important to the business and consumer satisfaction.