So you’ve gone Agile. You do daily scrums, retrospectives, and all the “right” Agile ceremonies. But still your organization isn’t quite convinced that Agile is the answer. And while you might have some idea of what the team that works next to you is doing, for some strange reason the teams sometimes conflict and there seems to be a lack of communication between you, the other teams, and leadership.
It becomes important to balance the drivers and goals of both Agile and traditional thinking in order to achieve organizational success.
Atlassian defines scaled Agile as “a cultural transformation, where the business’ people, practices, and tools are committed to improving collaboration and the organization’s ability to execute against its strategy.” Scaled Agile goes beyond what just your team would do. Ultimately, if Agile is scaled within your organization, all parts of the organization can achieve better results.
Atlassian further emphasizes that “…changes across these areas will help decentralize decision-making, create greater transparency and alignment around work, and increase speed to market, all while hard coding the values of agile into the DNA of the organization.” It is critical to scale your Agile transformation across the organization in order to achieve these benefits.
There are several frameworks available to support organizations in scaling Agile. Below is a roundup of a few that are commonly used in the industry:
An online knowledgebase of proven success patterns for implementing Lean Agile software and systems development at enterprise scale.
A technique for scaling Agile that leverages a system of ambassadors from other scrum teams to participate in regular coordination meetings.
A process decision framework based on a people-first, learning-oriented hybrid Agile approach to tactically scale Agile.
A lightweight framework for scaling scrum to more than one team.
While important factors to consider in choosing your scaled Agile framework include the size of the organization, your processes, and whether you are highly regulated, you should not ignore the organization’s culture, communication styles, and the types of products your organization creates.
Mindset Shift and Tooling
As organizations look to scale their Agile implementation, the use of a well-integrated tool chain becomes key to maintaining communications across the enterprise.
Ensuring that you have a tool or tools that work from end to end or that integrate well as they support each team is critical to facilitate the communication necessary within a team and the organization. Examine carefully how your existing Agile toolset – whether it’s for requirements (Modern Requirements, TopTeam, Jama), workflow management (Jira, VersionOne, Asana), product management (ProdPlan, Roadmunk), or testing (Ranorex, Micro Focus) – can be leveraged to support scaled Agile.
If you really want Agile to work, you’ll need to optimize the benefits of Agile by scaling it across your organization. Consider your organization’s culture, communication style, size, and products in selecting the scaling framework that works best for you.
Traditional accounting practices are tailor made for waterfall project management. Organizations that have transitioned to the use of standing product teams using Agile and DevOps need to transform their accounting practices as well or they will leave valuable capital expenditure dollars on the table.
IBM is changing the terms of its ubiquitous Passport Advantage agreement to remove entitled discounts on over 5,000 on-premises software products, resulting in an immediate price increase for IBM Software & Support (S&S) across its vast customer landscape.
Do you feel like your Agile teams are treading water – going through the motions but never going anywhere? It’s a risk, and practices such as daily standups, retrospectives, and demonstrations need to be used wisely or you risk losing discipline to meeting fatigue.
Stakeholders expect the speed and responsiveness of product delivery does not come at the expense of quality. QA tools offer retailers the ability to continuously ensure both business and technical quality standards are upheld, but these tools should not be viewed as a silver bullet.
When trying to implement Agile as a defined process, Scrum turned BAs or other roles into order takers with the title “product owner.” This undermines the entire value proposition of product management.
No matter how good your product roadmap and backlog are, they are only as good as your audience’s ability to understand your vision and priority.
The scrum master is like the conductor of an orchestra, ensuring that every piece fits together at the right time to create something greater than the sum of the parts. You don’t have to know how to play each instrument, but you do have to understand what each part contributes to the overall masterpiece.
Tools are important to product teams, but only when they support solid people and processes.
Aha! introduces scenario planning to give product owners the ability to create and compare multiple release approaches based on team capacity and backlog priority.