A lightweight template focusing on foundational Agile team concepts. Influenced by many Agile & Lean thought leaders, this template provides an opportunity for Multi-Team Effort leadership and/or participants to reflect and improve on the foundational behaviors, qualities, and practices required of a high-performing Multi-Team Agile effort.
Cross-functional leaders of a multi-team product, program, or value stream.
Works of thought leaders that influenced the Practice's Technique Criteria, assigned Agility Stage, and impacted Business Outcomes.
18 total practices
• Multi-Team Backlog Refinement
• Multi-Team Product Backlog
• Multi-Team Product Leadership
• Multi-Team Safety
• Multi-Team Synergy
• Multi-Team DevOps
• Multi-Team Focus on Quality
• Multi-Team Cadence
• Multi-Team Composition
• Multi-Team Demo
• Multi-Team Flow of Value
• Multi-Team Release Plan
• Multi-Team Stand-Up
• Multi-Team Metrics
• Multi-Team Retrospectives
• Multi-Team Lead Facilitator
• Multi-Team Leadership
• Multi-Team Self-Organization
It is unclear who is accountable for the Multi-Team Effort Product, Backlog, or Value Delivery
There is one defined Product Leader (i.e., Product Owner, Product Manager) who has the customer, domain, and functional knowledge necessary to play the role
Can clearly articulate the vision and goals of the Multi-Team Effort
Clearly articulates stakeholder needs and the purpose of the request to the contributors of the Multi-Team Effort
Effectively manages stakeholders across the organization
Fully empowered to prioritize and is accountable for the Product Backlog of the Multi-Team Effort, its content, availability, and ordering
Makes themselves available to the Teams of the Multi-Team Effort when needed
Has received formal Product Owner or Product Management training and certification
Strong and supportive role model within the Multi-Team Effort, fostering relationships that lead to a viable working environment
Clearly articulates trade-offs, adjustments, and plan impacts in real-time to stakeholders to avoid surprises
Views experimentation as a way to learn and fail fast
Takes an active role in the implementation of the new ways of working within the Multi-Team Effort and feels accountable for the change
Understands and demonstrates system thinking and promotes the greater good over local optimization, partnering with other units to facilitate the flow of value
Coaches other Multi-Team Effort Product Leaders on advanced Product Leadership techniques
Thanks to the Product Leader's success, influence, and commitment to knowledge sharing, their advanced Multi-Team Product Leadership techniques have been adopted throughout the enterprise and is considered a best practice supported by leadership