Agile works fine when teams have full autonomy to take control of the product they are building and to commit to the delivery of an agreed scope. To this end, you have to analyze your own production line or business service in order to redefine its scope, split it, or create value flows. Some tools, like customer journey identification, can help you in this task.
Reducing or removing any external activity which you do not have the capacity to influence is one of the best Agile practices. However, it is also one of the biggest challenges when trying to transform big organizations or complex business processes that involve multiple stakeholders. This means that to reduce cross-team dependency you will need to include that capability within the team, or apply synchronization practices to ensure that the teams have the highest autonomy within their context. How can I introduce into my team some decision makers that are traditionally found in other functional areas, departments or teams? There is no single solution. Based on the type of activity, you can follow different strategies:
To sum up: analyze your business processes, and try to find internal or external clients at different stages, or in different layers. In this regard, look to the people involved in each layer or stage of the process. Gather all this information and think about the way to build autonomous teams, with the higher capacity to deliver value quickly. This is the way to change traditional organizations and to change traditional culture into new ones.
Chapter 1: Enterprise Agility – Agile 4 All
Chapter 2: Enterprise Agility – No value, no party
Chapter 5: Enterprise Agility – Agile teams, those who make the things happen
Chapter 6: Enterprise Agility – Prioritization, taking an economic view
Chapter 7: Enterprise Agility – Collaboration as a key success factor