Como resolver antipadrões ágeis com outras equipes?

Strategy meets execution if change management and agility is embraced in the right way! Organisational vision gets transferred into priorities that gets transferred across multiple levels to teams. When teams are working in silos although calling themselves “agile” adopting scrummish or safeish or any framework ish ways without the true sense of agility where business and IT doesn’t even meet, then what we run are only ceremonies, rituals and disconnected deliveries that do not add to the end to end value chain connecting to the strategy. Its important to establish the link at all levels, organise around value and have a common cadence mapping dependencies and deliver together however distributed the team would be breaking the silos.

Scaled Agile Framework implementation in UI using Jira Structure can give a solution. Ensure multiple teams are on the same board with details of Releases, sprint's, Epics, tasks with live tracking of time estimates and effort logged.

In my experience, organizing around the value is key to achieving the expected outcomes for the customers. The teams need to plan in with cadence and synchronize their planning around a common mission. This will help in setting priorities and in identifying dependencies. Teams are encouraged frequently (every 2 to 3 weeks) to communicate and collaborate together on the progress, challenges, practices, and solutions. By Inspecting and adapting every 2 to 3 weeks the teams will be able to identify ways to improve including ways to set priorities, manage dependencies, and collaborate,...

In my experience, a Silo mentality is a mindset that teams need to work on to improve collaboration and sharing. This could be done by establishing Communities of Practices (CoPs) and encouraging participation to share knowledge, best practices, and practical solutions based on the team's context. Having Adapt workshops could be another event where teams could meet to share feedback, build trust, and grow together!

You could also consider engaging the stakeholders early in the process to avoid big changes in the scope. On the other hand, the Product Owners need to be empowered to make decisions concerning the scope keeping in mind the agreed mission. Breaking down the scope by defining MVP is a great win as it will help the team to deliver incrementally, validate the hypothesis and collect early feedback from the customer Thus teams will be able to properly plan the upcoming iterations. During the implementations, regular synchronization meetings would help in evaluating scope changes, priorities, and risks. At the end it is required to have regular inspect and adapt session to continuously improve the process

Setting the infrastructure on how technical decisions and implementations are made, is a time consuming effort that not all organizations are capable of investing in, especially if needed in tight deadlines for overlapping projects. Bite sizing the decisions, coupling them with features instead of standalone technical improvements, and making sure the items are recorded and slowly picked up when capacity permits, has been the best approach to reduce this over time. Both the tech lead and product owner should be attentive of this, especially during planning or backlog grooming.