Agile tends to focus on adaptability but predictability is most often cited as the reason for the Agile Transformation.
Many organizations struggle with 18-month delivery cycles. Agile helps our teams accelerate time to market value.
Delivering on time is only important if you are delivering the right product. Agile helps us get the feedback needed faster.
Agility depends on three things: Teams, Backlogs, and Working Tested Product. For the enterprise, Agility requires the three things at scale: Structure, Governance, and Metrics (or the ability to measure and manage flow).
Structure is the expression of teams at scale. We want cross-functional, collaborative participation at all levels of the organization—and for all functions. This forms the backbone for how our Agile enterprise operates. The structure is informed by the business architecture, the technology architecture, and the organizational chart. We’re continuously looking for opportunities to encapsulate, to decouple, and to minimize orchestration costs.
Governance is the expression of the backlog at scale. It’s how we govern and manage the flow of work, decompose requirements, and make decisions and trade-offs in the face of uncertainty. It’s how the organization determines the batch size, breaks down work, coordinates across teams, manages constraints and dependencies, and deals with feedback/change. At the end of the day, governance is the process through which a team receives its backlog.
Metrics and tools are the expressions of Working Tested Product at scale. It’s the way that we measure how the entire organization is delivering value, not just at the team level, but across teams and across the entire organization.
