大规模敏捷三十六计（英文版）

Change Management of Large-Scale Agile Transformations

• Establish an Agile Transformation Committee to systematically lead the Agile change.
• Form large-scale agile teams around business or product lines, including smaller agile teams.
• Train owners and key stakeholders of business or product lines before starting the agile transformation to align approaches.
• Set up Agile Coaches Communities of Practice with internal agile coaches and product line agile guardians, who report progress and seek assistance.
• Embrace an agile mindset, iteratively introduce new practices, and make transformation progress visible for tracking and feedback.

Organization Structure for Large-Scale Agile

• Each small agile team requires a dedicated Product Owner and ScrumMaster.
• Teams should work face-to-face as co-located, cross-functional, and self-organized groups.
• For multiple small teams, assign a Product Manager for the product feature backlog, and a Chief ScrumMaster to oversee the teams.
• Create a system team to manage build and test environments, as well as DevOps tools and platforms.

Agile Requirements

• The Product Manager defines the product vision and aligns teams to business goals.
• Business leaders manage the product portfolio with aligned strategies and priorities.
• Product Managers lead owners to clarify requirements using MVP thinking and keep the backlog ready.
• Structure requirements in an epic->feature->story hierarchy and use a Kanban board for status management.

Agile Architecture

• Assign architects with decision-making authority to guide software system architecture.
• Architects and key team members address architectural risks intentionally throughout iterations.

Large-Scale Agile Operation

• Ensure all small agile teams follow the same iteration cadence, with a recommended 2-week cycle.
• Coordinate consistent start and end dates for iterations across teams.
• Conduct agile transformation launch meetings and training sessions with all members and relevant stakeholders.
• Invite business representatives to release planning meetings and assign business value to objectives.
• Hold release planning meetings with a fixed rhythm, covering 2-4 iterations, and conduct retrospective meetings at the end of each cycle.
• Separate release milestones from the development cadence, visualizing release plans and dependencies on a product program board.
• Conduct synchronization meetings twice a week and system demos after each iteration to review integrated work from all teams.

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