INTRODUCTION:
INTRODUCTION:
Ever since taking hold in 2001, Agile has done nothing but grow in popularity. This osmosis of the Agile methodology is due to the positive effect is has had on helping organizations of all scope and size become more flexible, react quicker, and improve the quality of their product or service.
By applying Agile to your business, the decisions you make and actions you take will all be focused on maximizing business value delivery. The areas where Agile can have the biggest impact are:
- Software Delivery
- Prioritization of Business Needs
- Building Compliant Products
- Organizing Product Releases
- Organizing and Incentivizing Teams
- Funding New Initiatives
Here are several more specific examples of how using Agile can improve your processes.
Transforming to an agile software delivery model is filled challenging, especially when you are working in an organization of a large scale. In large organizations, one of the most common practices to improve efficiency is to build an organization of specialists. Every specialist knows how to get their specific tasks done in the best way possible. Additionally, large companies typically have very large and complex software architectures for their systems. Between the specialists and the complex architectures, getting the entire solution delivered can be inefficient since it takes so much planning, effort, money, and time to get anything delivered.
The most intrusive inefficiency with these organizational models is that they are not designed with support for natural delivery flow.
Because of this, when transforming to a scaled agile model, there are specific guiding principles that can help determine the best organizational design to make your move to agility most effective. If planned and implemented properly, this agile transition will allow you to get the most business value delivered.
In order of importance, these principles are:
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In my experience delivering high velocity, critical business projects, I have worked in environments that have traditional software development approaches as well as environments using agile development approaches. While Scrum has a Product Owner role, every organization is unique and hence their adaptation of roles when they are in an agile environment differs in how the business and IT interpret these roles. Lack of clarity of these roles often results in team members and stakeholders becoming frustrated as they constantly step on each other toes. Here are three key questions that differentiate between the following potential roles at scale that are involved in bringing product direction and building a viable backlog. These roles collectively can work together to help shape the backlog: