User contributions for Ppugliese

24 January 2024

• 01:3901:39, 24 January 2024 diff hist +2,201‎ N Defining Products ‎ Created page with "__NOTOC__ == Introduction == Let’s consider a small organisation using Scrum. Let’s assume for now there is just one team working on a certain product this company is creating. The Developers have everything in their hand, they have all the competences necessary to “get the job done”. Of course, this makes their work very flexible and adaptive: if there is anything they need to change in their development, they can simply meet shortly, decide what to change and i..." current
• 01:3901:39, 24 January 2024 diff hist +1,952‎ N Product Ownership ‎ Created page with "__NOTOC__ == Introduction == Product Ownership is very much linked with how we define a Product. In simple organisations, this might be an easy exercise, but in complex organisations that have what we’ll call “Composite Value Streams", Products are the result of complex interconnections of parts of one or more organisations: sequences, synergies, … of different pieces. We can consider a Value Stream as the journey from an idea to realised custome..."
• 01:3901:39, 24 January 2024 diff hist +2,526‎ N Leadership ‎ Created page with "__NOTOC__ == Introduction == Scaling Agile requires support from leadership at all levels to see a real and sustained enhancement of the capability of their organisation or part of their organisation. Leaders have a duty of care to cultivate an environment or system of work to unleash the human capital in their organisations. They should see fostering an effective agile culture and all that goes with it as one of their primary responsibilities. There are many Leadersh..."
• 01:3801:38, 24 January 2024 diff hist +986‎ N Craft ‎ Created page with "__NOTOC__ == Introduction == Agile Principle: "Continuous attention to technical excellence and good design enhances agility." Sustained delivery of value requires that quality is built into the product as it evolves. As we scale, we find that the impact of technical debt is greatly amplified by the number of teams involved and the increasing complexity of the product and the organisation developing it. == Principles == * Use the Definition of Done as an enabling co..."
• 01:3801:38, 24 January 2024 diff hist +1,185‎ N Teams ‎ Created page with "__NOTOC__ == Introduction == The Team is one of the most fundamental concepts in agility: a small group of people working together to achieve a common goal. As the size of the product development increases, we might need to increase the number of people involved, hence having a team that is too big to function effectively. This means that at scale, there will be multiple teams working together. How can they organise themselves so that they retain their agility and are as..."
• 01:3801:38, 24 January 2024 diff hist +624‎ N General ‎ Created page with "__NOTOC__ == Introduction == This section introduces overarching principles for scaling agility at an organisational or programme level. These are higher-level or meta principles - the principles in other categories provide more detail. == Principles == * Evolutionary over revolutionary change * Scale only when you need to * Start small and scale success * Organise around value streams * Minimise unnecessary complexity * Leadership supports rather..." current
• 01:3701:37, 24 January 2024 diff hist +4,570‎ N The Coaching Perspective ‎ Created page with "= Why Agile Coaching? = Agile teams are usually able to make local improvements to their performance, often with the assistance of a Scrum Master. Unfortunately, many Scrum Masters focus solely on their teams to the detriment of improvements to the ecosystem within which the teams work. As we scale beyond a single independent team, we see a non-linear change (increase or decrease) in value delivered due to waste and impedance from many factors including: * Product stru..." current
• 01:3701:37, 24 January 2024 diff hist +35,289‎ N The Teams' Perspective ‎ Created page with "__NOTOC__ == Introduction == “In the long history of humankind (and animal kind, too) that those who learned to collaborate and improvise most effectively have prevailed.” – Charles Darwin The evolutionary pressure in the world has never been more volatile and uncertain. Surviving and thriving requires organisations to respond rapidly, adapt and navigate complex challenges. An Agile organisation addresses these challenges by nurturing and supporting Agile teams..."
• 01:3701:37, 24 January 2024 diff hist +23,893‎ N The Product Perspective ‎ Created page with "__NOTOC__ == A Product+Owner == The Product Owner is most definitely the most misunderstood role in Scrum. There are good reasons why this happens, as a proper implementation of that role usually requires a change in how the organisation is structured. We start by considering a small organisation using Scrum where just one team is working on a particular product this company is creating. The Developers have everything in their hands; they have all the competencies nece..."
• 01:3601:36, 24 January 2024 diff hist +29,267‎ N The Leadership Perspective ‎ Created page with "__NOTOC__ = Agile Leadership at Scale = The genesis of the Agile movement emerged from the challenge of trying to solve problems in the complex world of software development. Today's complex, fast-moving business environment requires a different leadership style that incorporates many of the ideas from Lean and Agile. It is possible for a few Agile teams to “fly under the radar” and use their agility to improve their performance within an unfavourable, less than ag..."
• 01:3601:36, 24 January 2024 diff hist +23,024‎ N The Change Perspective ‎ Created page with "__NOTOC__ == Adapt or Die! == Like other organisms, organisations must continually reinvent themselves to survive and thrive. With the accelerating pace of change, the ability to rapidly evolve has become an existential necessity. A fundamental leadership responsibility is to help organisations navigate OODA loops (Observe, Orient, Decide, Act) to learn and adapt continually. Any scaling endeavour will require adaption from current structures, be..."
• 01:3501:35, 24 January 2024 diff hist +7,508‎ N Actionable Principles ‎ Created page with "As we, the authors of ScaleAgility, joined forces to put some clarity and structure on scaling agile, we discussed the best way to approach the topic. We noticed the scaling market is full of proposals that are often very comprehensive “bodies of knowledge”, often contradicting each other and all claiming to “work” when applied in practice. From our perspective of external observers, we recognise that many of what are usually called “frameworks” for scaling..."
• 01:3501:35, 24 January 2024 diff hist +1,613‎ N Where does it come from? ‎ Created page with "==Elevator Pitch== :''For people who lead and support organisations or are responsible for complex products or services, who want to enhance the capability of their organisation or part of their organisation to respond to changing customer needs, and require multiple collaborating teams to do so, ScaleAgility guidelines provide a set of principles for sustainable scaling with options and examples.'' : ''Unlike other scaling approaches, these guidelines are non-prescrip..."
• 01:3501:35, 24 January 2024 diff hist +4,867‎ N Why ELSE? ‎ Created page with "We observe a very high rate of failure of large-scale agility programmes, going by names such as Agile Transformations or scaled product delivery. Scaling agility requires fundamental changes to an organisation as it is much more than a process change. Applying a new framework rarely results in sustained and positive change, with additional processes dragging progress and old habits reasserting themselves. To increase the probability of success, ScaleAgility incorporate..."
• 01:3401:34, 24 January 2024 diff hist +3,419‎ N What is ELSE? ‎ Created page with " At its heart, ScaleAgility is a '''Principle-Guided Evolutionary Improvement''' process that applies a set of '''[https://scaleagility.org/mediawiki/index.php/Actionable_Principles Actionable Principles]''' to understand the '''Current Context''' and '''Guide''' the direction of change. The result is an ever-evolving set of '''Emergent Practices''' adapted to support the organisation as it develops over time. In summary: ''ScaleAgility is a continuous improvement app..."
• 01:3401:34, 24 January 2024 diff hist +1,003‎ N Purpose of ELSE ‎ Created page with "ScaleAgility aims to increase the probability and level of success for large-scale Agile transformations and products. Although it offers an alternative approach to those offered by Scaling frameworks, ScaleAgility is not incompatible with many of the patterns contained within them. It acts as a guide to analyse and understand the current context and set your organisation on a journey of continuous improvement and fostering of emergent practices. * Engage and empower..."
• 01:3301:33, 24 January 2024 diff hist +879‎ Main Page ‎No edit summary