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We just published an update to the excerpt. We've acted on the advice that you've provide. Biggest change is the addition of the Measure Team decision point that goes into strategies around metrics, in particular GQM and OKRs. Would appreciate some feedback on that.
Valentin, great ideas.
Demo Strategy – different types of demos
We should differentiate between various kind of demonstrations. This could be a huge problem in governance. Please note that only switching the term demonstration to demo could change the reader/listener understanding.
Depending on the demo purpose we should differentiate, for example, between demonstration for proving a feature realization or a solution approach and a demo used to communicate something and getting some early feedback. There is a long range between an early small prototype and a production-ready demonstration and the differences are important from the governance point of view.
Provide Transparency – DoR, DoD motivation
A colleague that was new in the industry but was a higher desire to learn has taught me how to teach. “Please tell us first WHY?”
Why DoR? We will avoid some of the waste of waiting or waste of re-working where these wastes are producing big disturbances in governance.
Wy DoD? When it is properly applied (DA guidance about a consumable solution), the information about real progress is more reliable.
Both aspects are fundamental for a good governance.
Motivate Enterprise Awareness – add proposal
One of the roles of Enterprise Groups is to leverage the assets produced by different teams, enhance them and provide them to other teams. In fact, this is a goal (Enterprise level collaboration) that need to be governed with or without the Enterprise Groups.
Motivate Enterprise Awareness – Collaborate with other teams
Different teams should co-evolve (!), even they are not working on the same release. They should share experience and knowledge by direct opportunistic collaboration and via enterprise groups.
Principles – update proposal
Beyond the fact that we are intellectual workers, and we respond well to leadership, and less to management, this is the only effective/efficient WoW: we need to understand the needs and the context, and we will select & adapt our WoW. So, I propose a new principle, with this kind of content:
Feasible, effective and efficient Governance
Governance could be feasible, effective, efficient only if it is well integrated into a proper WoW. The development shall gather needs, context, and feedback from the stakeholders and should decide about WoW using this info while providing transparency over results and real progress.
I just published an update.
@Aldo, some thoughts:
had a scan through the objective. Some questions/ thoughts around "Provide transparency":
We just published the Govern Delivery Team process goal.
Looking forward to hearing your feedback.
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