Key Behaviour. Primary Factor.
Working in a cadence of rapid, short work cycles, is key to receiving fast feedback to learn, innovate, and pivot to change.
Enterprises use longer cycles of work to inspect and adapt larger strategic initiatives and operational tactics.
Teams use the structure of agile frameworks, like Scrum, to provide guardrails for Sprinting. At the team-level, two cycles work together to understand customer value and deliver: “pay to learn” and “pay to build”.
In this way, agile teams undertake continuous discovery as well as continuous integration and release. This helps them, under the direction of the Product Owner, to maintain a focus on the customer and value.
Traditional organisations are often structured hierarchies. Complex problems require a different way of organising. Agile teams develop an understanding how to balance the needs for agility with the existing reality of dealing with traditional organisational structures and stakeholder roles.
Agile portfolios operate on quarterly cycles. Every quarter, new planning cycles considers investment to fund new value development and invests in operational support for its products, value streams, supply chains, and scaled agile programs.
The Product Backlog, whether at portfolio, program, or team-level, must be transparent and prioritised by value. A healthy backlog is transparent and radiates with clarity regarding leadership decisions on goals, value and delivery priorities.
In agile organisations, managers participate in agile leadership teams that establish guardrails for decision-making and optimise the work-environment around them.
From investments top-down from Lean-Agile portfolio through to team-level delivery and releases, an organisaiton must understand its value stream end-to-end to optimise the flow of work and the flow of value.