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@Valentin, great catch on look-ahead for coordination within the team. We're going to rework that decision point.
Also, other great ideas to tweak the other sections.
“Support effective collaboration. It is rare to be completely autonomous because we often need to collaborate with others, hence the need to coordinate with one another. “
Proposals to add – collaboration needs suppose dependencies and streamlining this aspect by coordination will eliminate important sources of waste (waiting, re-work, and others). That is an important part of Lean in software development. Some of the “seven sources of waste” could be addressed here.
Share information - Non-solo work cost
Pairing and mobbing can have some extra effort, but opportunistic non-solo work will rather save effort, but will not have the whole other benefits of longer-term pairing. It is important (!) because this first impression of extra-effort already make many teams to disregard any form of collaborative work.
Artifact Ownership - Collective ownership
This practice supposes usage of few others Agile core practices. For example, in XP it is realized by paring, system metaphor, move people around possible others. In DA we can consider also other variants.
Facilitate a Working Session – Smart Open Space
Important: we need to facilitate modeling sessions and discussions also in the open space while reducing the distress of others. Options: groups teams (discussions will not affect too much the other teams), small rooms, white boards.
Coordinate Across Program – Advanced Lean style
We need also opportunistic cadences (powered by opportunistic look ahead) in the case when the whole program is performed in Advanced Lean style.
More: even for regular cadences we need to opportunistically look ahead in order to avoid surprises.
Product Delivery team – Integration team (!)
I think we do not have more types of integration teams. It is just one and depending on the context will need to focus on what is more important.
Coordinate Within Team – Looking Ahead
We need coordination across the life-cycle, so the instruments are the one that “shape” the life-cycle: looking ahead (roadmaps, envision, iteration level, opportunistic look ahead, daily level look-ahead), just in time, looking back. There are more options of looking ahead and we need to present all of them.
Daily meeting it is important, but we cannot eliminate the huge waste of poor coordination only by daily meetings and JIT discussions. We need to opportunistically look ahead, to avoid waiting and poor information sharing. That is part of the core Lean.
Note: visualize work it is just one way to apply look ahead!
Proposal to reformulate this section: we need in fact to apply coordination by selection options for looking ahead and just in time collaboration.
Aspects & options
Remember that DA proposes also Advanced Lean life-cycle that cannot be supported without opportunistic look ahead.
Drennan, that's a great suggestion. We've made this change!
Was initially satisfied with the name Product Delivery Team but then when I thought about the Product Owner and that their team is all about Product Delivery I am now more leaning towards Product Co-ordination Team as the name then drives their key mandate
We just published the chapter for the Coordinate Activities process goal.
As usual, please post any feedback you may have here.
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