Every development effort produces two results. The first result is obvious – that is the product or service you are trying to create. The other is more easily overlooked: the development effort also produces a team that creates the product or service, and the organization around that team.
Today, many companies use Scrum and other agile frameworks in their development teams to build better products. But do they use these same techniques to create higher performance organizations? Mostly they don't. Even some frameworks for “scaling agile” don't really address how the leadership improves the effectiveness of the organization.
With the right relationship between development team and leadership you can dramatically improve your ability to create good products quickly. To understand this relationship, and how the Scrum Team and the various Scrum roles should interact with the rest of the organization, let's look at two examples of modern train systems: the DLR in London and …
Today, many companies use Scrum and other agile frameworks in their development teams to build better products. But do they use these same techniques to create higher performance organizations? Mostly they don't. Even some frameworks for “scaling agile” don't really address how the leadership improves the effectiveness of the organization.
With the right relationship between development team and leadership you can dramatically improve your ability to create good products quickly. To understand this relationship, and how the Scrum Team and the various Scrum roles should interact with the rest of the organization, let's look at two examples of modern train systems: the DLR in London and …