March 2021
Intermediate to advanced
432 pages
11h 26m
English
book
Agile 2
by Cliff Berg, Kurt Cagle, Lisa Cooney, Philippa Fewell, Adrian Lander, Raj Nagappan, Murray Robinson
Content preview from Agile 2
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.
12Agile 2 at Scale
When people say that Agile must work “at scale,” what they mean is that it must work when applying it for many teams at once, to build or achieve “big things.”
There is an argument that scale should not be needed: that one should always decompose any large endeavor into small independent endeavors—so-called independent autonomous teams—so that single-team methods can be used. However, as we have seen, it is difficult or impossible to achieve full team autonomy for complex products, even though autonomy and independent teams are powerful constructs and a worthwhile goal.
What about the product? Can it be separated into enough separate and completely independent subproducts so that each team can operate autonomously?
If you do that, then you do not have a product anymore. You have many small products. Imagine going to your bank's website and logging in to perform a function; but then when you want to perform a different function on the same website, you have to log in again to that function. No one would like that.
Or imagine the situation that Spotify had, where it had one set of teams for its mobile app and another set for its web app, and the two apps looked and behaved totally differently. That inconsistency was a contributor to why Spotify created its famous “Spotify model”1—to harmonize the work spanning the many different teams. From its website,
“In the early days of Spotify, there was no design system—we were building everything for the first time. ...
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I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.