Written by LeadingAgile
Agile in general, and Scrum specifically, is predicated on the idea that each team has everything they need to deliver an increment of value. But unless you’re a small team or a new startup, that’s usually the furthest from the truth.
When a team doesn’t have everything it needs to deliver an increment of value, that’s a dependency. And dependencies come in many forms.
Scrum assumes you have no dependencies. But the reality is, if you’re a large enterprise trying to become Agile at scale, you’re typically up against a host of more complicated ones.
In large enterprises, we’re not only talking about dependencies between the team and external entities but also between teams that need each other to deliver an end-to-end increment of working, tested product.
These kinds of dependencies don’t just go away overnight.
You can’t simply wish them away or pretend they don’t exist.
They are real, and they are in your way. And as long as you have them-Agility will be impossible.
How you choose to deal with your dependencies is critical to Agile’s effectiveness in your organization. But you really only have two choices. You either have to break the dependencies, or you have to manage them.
Which is the right way to go for your organization?
To take a deeper dive into how to overcome dependencies and decide the best way to overcome yours, check out this recent blog by our CEO, Mike Cottmeyer: Encapsulation vs. Orchestration: Dependencies in Agile.
Originally published at https://www.leadingagile.com on December 3, 2020.