Without strong, self-sustaining agile teams, any change as a result of an agile transformation is very likely temporary
I enjoyed the opportunity to share some thoughts on applying Agile at scale at the Canadian West Coast Chapter PMI meeting in Vancouver a few weeks ago.
Managing the evolution of a single product working with a small number of teams is somewhat straightforward. Working from a single backlog, the product roadmap becomes relatively easy to visualize, and planning and tracking is simple. As we increase the complexity of the product, things become harder. Different teams require different backlogs. Different products require work from different teams. Before you know it, there are lots of independent moving parts, and coordination costs increase and dependencies dominate. In this talk, we consider core principles and practices for scaling in an agile world, and discuss how to move from a handful of teams to many teams and many product lines.