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Agile Governance - Coggle Diagram
Agile Governance
Governance establishes chains of responsibility, authority and communication in support of the overall enterprise’s goals and strategy
It also establishes measurements, policies, standards and control mechanisms to enable people to carry out their roles and responsibilities effectively.
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2.Release planning. They will keep this high-level plan up-to-date as development progresses, sharing it with their stakeholders. Release planning enables the team to answer critical governance questions regarding forecasted schedule and cost.
3.Team dashboard. The real-time, accurate information radiated by a team dashboard enables the team to make better decisions and provides better transparency to stakeholders (including governance people).
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4.Active stakeholder participation. This enables more effective governance through improving the team’s access to decision makers
5.Coordination meetings. This enables tactical governance within the team itself through increasing internal transparency and reducing the feedback cycle within the team.
6.Light-weight, risk-based milestones. With adoption of common agile practices such as demos and team dashboards, described earlier, there will be less need for status discussions in milestone reviews. For example, the Proven Architecture milestone is best fulfilled through development of beginning-to-end functionality that implements high-risk requirements, not the creation and review of an architecture model.
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Readers Comments
For high-level design demands, we use User Story Mapping and Value Stream Mapping to show that we are not just cowboys hell-bent on the destruction of the Enterprise. This has staunched a lot of the criticism of Agile as a development process.
Project Management is concerned with delivery and Product Management is concerned with outcomes. In the life of a product, there may be several projects, but there is a lot of work (much more, actually) that has nothing to do with the finite project efforts that take place. The interesting thing is that Product Development and Management is almost invariably iterative.
One thing that we used for the Agile Governance is the Burn up chart. We maintained the Story Burn up chart and overlay the budget information on it. So in that case we are able clearly provide a view of when our funds are about to exhausted and how much more work we have to accomplish. This provided the governance team a view where they could decide on whether to add more funds into the project or change the scope of the remaining work to meet the budget constraints.
So for eg if the funds are running out in Sprint 14 and we still have 2 sprints worth of work to be delivered before we have achieved all the desired value. This would allow the governance team to make an educated decision on further funding and scope of the project,
Governance is important as it provides a unbiased view of the project. Governance in a Scrum model should be at the product backlog level which keeps track of how the product is evolving. The checks can be for is the product evolution meeting market needs, feature quality, how feedback mechanism are working in the Scrum team and so on. I feel a lightweight governance model adds value to the scrum team.