Scaling Agile Category
“One of the big success factors at Spotify is the Agile Engineering Culture.” – Henrik Kniberg
Spotify started as a Scrum company in 2008 but the standard Scrum practices were getting in the way as they grew, so they made them optional. Here’s an awesome video how Spotify scaled their Agile Engineering Culture. They decided that:
- Agile matters more than Scrum
- Agile Principles matters more than any specific Practices
- Agile Coach is needed rather than ScrumMaster (Servant Leaders more than Process Masters)
Despite that we are still yet to finish the current scope of work for the Agile Initiatives, we are starting to discuss future items in our backlog – distributed Agile and Agile@Scale.
There are a few projects in flight that couple of colleagues are working on that are large Agile programs of work. Large-Scale Agile by James Shore provides an insightful and thoughtful approach.
On a past project we used a similar technique mentioned in James Shore’s post to Using Bounded Contexts to Minimize Dependencies and Using Kanban to Manage Cross-Team Workflow. Though we didn’t use Kanban specifically, the outcome of the approach was similar – when the Team A is ready to work on something new, they took the next item off of the backlog, work on it until it’s done, and then delivered it to Team B that requested it. Where this feature is prioritized in Team A’s backlog is dependent on when Team B needed it.