Agile Transformation and Delivery Systems at Scale
1 of 10
About The Talk
Small teams dominated the early days of Agile, often collocated and working side-by-side with onsite customers. With autonomy over their technology stack and the ability to do push button changes into production at a moment’s notice. The core organizing principle was that we had dedicated teams, working off a clearly articulated backlog of requirements, producing an increment of working-tested software at regular intervals.
As Agile got more popular, it got codified into methodologies like Scrum and SAFe. While these approaches are aware of the necessary pre-conditions to make themselves work, they didn’t meet teams where they were and provide guidance to help practitioners untangle their organizational designs and technology architectures. The net effect was often poorly formed teams, insufficiently clear backlogs, and the utter inability to produce a working tested increment of product at the end of the sprint.
Solving these problems requires that we look at the System of Delivery holistically and articulate a strategy for forming teams, feeding those teams strategically aligned backlogs, and integrating and measuring the output of multiple teams working in tandem to deliver more complex and larger scale deliverables. Cross-team coordination and dependency management become essential factors in making Agile work, especially in an early-stage transformation.
Creating Systems and Processes around Customers and Markets
How to Build a Trustworthy System You Can Delegate Into