Another question from our Agile Metrics Webinar couple weeks ago was what recommendations did we have in order to spread agile approaches over organizations instead of having small “submarine” projects?
Kamiel from GripQA answered…
“…I think there’s definitely opportunity to fit in agile on a larger scale while keeping agile teams themselves relatively small, but this is mainly an issue of product management making sure that all those little submarine projects share a common vision and have a common goal, as long as on the backlog level the overall common goals have a trend and every team is moving in the same direction. Each team individually can have different philosophies and can have different sprints or different iterations, they can use different technology stacks and be distributed across the world without losing sight of the larger context of what the company’s actually trying to achieve with their agile implementation. It could be necessary to implement like a master product owner that keeps track of these common teams that should be embedded into each team’s individual iterations and sprints.”
Extra layer of Overhead
Phil Lew, CEO of XBOSoft added…
“…the problem with large scale agile implementation is that is you have to have an extra layer of overhead …you said each team can use a different technology stack but most of the time within a large company or large-scale implementation you want your separate teams to be using the same technology stack in order to have consistency and also to ease the maintenance efforts. So that’s the thing about large-scale implementation you do have to have coordination and whether it’s one person or perhaps a committee you need to have another layer of overhead on top of the small agile teams.”