A Strategic Approach to Agile Product Teams
In recent years, structuring agile teams to be aligned with products instead of projects has become increasingly popular.
The logic behind it is sound: For service-based software products, there is no need to arbitrarily schedule release dates on a regular cadence. Instead, DevOps and continuous delivery can support a near-constant stream of improvements and enhancements being released to the production environment without compromising quality.
So, creating permanent (or at least semi-permanent) agile product teams allows for an ongoing series of sprints to produce that functionality and release it as soon as it is ready. It makes perfect sense: As long as there is a regular validation of the value that is being achieved, and a willingness to make changes if that value is no longer being delivered, things will operate smoothly.
The advantages for organizations are obvious: There’s no need to start and finish projects; teams can operate in a more stable manner with individuals learning each other’s strengths; and relationships between product managers, product owners and so on become well-developed, driving greater—and more consistent—business performance. It’s no wonder that the approach has become popular, and it’s driving performance improvements in many different industries and for many different types of application.
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"Work is what you do for others . . . art is what you do for yourself."
- Stephen Sondheim