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Five Ways to Scale Agile for the Enterprise




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Don't be dogmatic

While believing in the technical improvements available from an enterprise agile implementation, it's important not to forget that at its core, the success of any enterprise agile project (or any project, for that matter) hinges on communication - clear, direct, regular communication across the organization. When multiple teams are engaged, alignment is a big challenge and a big risk. While scrum is a perfect solution at the team level, daily standup meetings are obviously not enough. Use Kanban at strategic and program levels to manage inter-team coordination. Fight for continuous business and technology alignment and insist on frequent demos to the business. Find a chief product owner who has accountability and authority with the different groups to oversee the entire program. Establish and evolve metrics that lead to actionable insights.

As you deal with this continuous transformation, delivering large programs to internal or external customers, you will realize that scaling agility inside the enterprise is an evolutionary and enthralling endeavor. 

Propelled by the resounding success of agile on a smaller scale, large global enterprises are increasingly trying to tap the power of agile across distributed teams and complex initiatives. However, while agile works well in the nimble setting of smaller teams and projects, finding the right recipe to make it work across the large-scale, complex enterprise environment is a tough order.  There are many challenges and the chance of failure looms large.

In this slideshow, CI&T’s Felipe Brito walks through five critical steps to harness the potential of these self-sufficient teams to tackle bigger problems across the enterprise. It may be easier said than done, but agile can drive innovation and streamline the development process in a complex enterprise environment. While the agile manifesto is a great starting point, enterprises need to extend the manifesto horizons, assess the core business challenge, and create organizational momentum to solve that challenge. 

 

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