Coordination with Scaled Agile Teams
Technical debt is at risk of significantly increasing in situations where an Agile program has multiple scrum teams delivering one or more product components. Coordination of features and activities are required. Continuous pipeline practices used by Scaled Agile Teams (SAFe) utilize the following processes to minimize technical debt among scrum teams:
- Continuous Exploration – continuous evaluation of the market and user needs by introducing features to satisfy them
- Continuous Integration – developing, testing, integrating and validating features from multiple scrum teams in a staging environment prior to deployment
- Continuous Deployment – deploy features that have met exploration and integration Acceptance Criteria into an environment for release readiness and
- Release on Demand – releasing features in using a well-developed process that takes into account the needs of the market and users as defined in the exploration phase.
Traditional project management methodologies risks incurring large amounts of technical debt. This process of delivery makes it difficult to quickly identify issues, risks and dependencies where conflicting or poorly designed integration techniques can lower the eventual value of the product delivered. Agile scrum’s quality planning model defines nimble processes that should be used throughout the iterations of the project to deliver high quality features that meet or exceed an organization’s ROI.
Recommended Further Reading
The following materials may assist you in order to get the most out of this course:
Course Contents
Section 1: Agile Project Management
Section 2: Using the Agile Manifesto to Deliver Change
Section 3: The 12 Agile Principles
Section 4: The Agile Fundamentals
Section 5: The Declaration of Interdependence
Section 6: Agile Development Frameworks
Section 7: Introduction to Scrum
Section 8: Scrum Projects
Section 9: Scrum Project Roles
Section 10: Meet the Scrum Team
Section 11: Building the Scrum Team
Section 12: Scrum in Projects, Programs & Portfolios
Section 13: How to Manage an Agile Project
Section 14: Leadership Styles
Section 15: The Agile Project Life-cycle
Section 16: Business Justification with Agile
Section 17: Calculating the Benefits With Agile
Section 18: Quality in Agile
Section 19: Acceptance Criteria and the Prioritised Product Backlog
Section 20: Quality Management in Scrum
Section 21: Change in Scrum
Section 22: Integrating Change in Scrum
Section 23: Managing Change in Scrum
Section 24: Risk in Scrum
Section 25: Risk Assessment Techniques
Section 26: Initiating an Agile Project
Section 27: Forming the Scrum Team
Section 28: Epics and Personas
Section 29: Creating the Prioritised Product Backlog
Section 30: Conduct Release Planning
Section 31: The Project Business Case
Section 32: Planning in Scrum
Section 33: Scrum Boards
Section 34: Sprint Planning
Section 35: User Stories
Section 36: User Stories and Tasks
Section 37: The Sprint Backlog
Section 38: Implementation of Scrum
Section 39: The Daily Scrum
Section 40: The Product Backlog
Section 41: Scrum Charts
Section 42: Review and Retrospective
Section 43: Scrum of Scrums
Section 44: Validating a Sprint
Section 45: Retrospective Sprint
Section 46: Releasing the Product
Section 47: Project Retrospective
Section 48: The Communication Plan
Section 49: Formal Business Sign-off
Section 50: Scaling Scrum
Section 51: Stakeholders
Section 52: Programs and Portfolios