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Mike Cottmeyer was recently a guest on the Agile to Agility podcast with Miljan Bajic where he discussed Transformation, BusinessArchitecture, and Scaling. And I want to go to a topic, I haven’t discussed this with anybody on the podcast, I’ve done businessarchitecture. Listen now. Agile to Agility Website.
Whether you’re learning about businessarchitecture for the first time or dreaming of ways to grow your BA career into a businessarchitecture role, my conversation with Whynde Kuehn will help you discover the value of this role in an organization and what you can do to bridge that gap in your career.
And so, we were definitely in a position where we were having to put together constructs that allowed us to connect, legitimately connect, from, “here’s the strategic imperative” to, “here’s the hundreds of people “that are gonna be involved; how do we marry those up? – Yeah, right.
Now, you can further specify that you say, okay, the product owner is the one that creates the backlog, and the team is made up of these roles and not these other roles. And you know, this is what it means to get to a definition of done. Is there a product owner? How do we continuously reevaluate the businessarchitecture?
And businessarchitecture kind of a nebulous term, but how do you form teams? So what I have to think about is what are the organization’s mechanisms for adapting, not just requirements, but adapting the businessarchitecture? If it’s I need a product that is cool. Which value streams are important?
It’s like if your definition of agile and doing agile is a small team doing stuff, cool, you can disregard everything else that I’m going to say on this talk. But productmanagement is often its whole thing strategy. The challenge that we’ve got is that enterprise transformation, really large scale.
So if it doesn’t have the ability to do that, we by definition have a dependency of some sort. And that team, by the definition of Agile is operates off a backlog. Ideally you’d like to extend it to it’s deployed, at least it’s in production, even if it’s toggled off or something like that.
So I don’t care if you use Scrum to do that, but it wasn’t giving us the business benefits that we want. We want to manage those dependencies until we can break them. The teams definitely have a culture. There’s words out in the industry like product driven organization. Was it leadership?
So I don’t care if you use Scrum to do that, but it wasn’t giving us the business benefits that we want. We want to manage those dependencies until we can break them. The teams definitely have a culture. There’s words out in the industry like product driven organization. Was it leadership?
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