In my experience, I have dealt with teams that are long running. The frequent problem that managers encounter is that teams get that ennui working with the same team , same set of problems and this results in attrition, loss of focus and many other issues. Over the years, I have found a simple technique to bring back the energy to the teams using a 4 step process that can be faciliated by the PM. In this talk, I want to discuss my personal experience about the 4 step process, how to make it work and my retrospective of what worked and what didn't work.

In this session, I want to  share a possible approach of shifting a culture which works on a predefined scope to a culture which looks at benefits/value. Many factors including relying on past success, allergy to ambiguity, long time habits of change resistance, politics develops the inertia to resist the move to a different culture. We need a concerted effort, empathetic to people that takes incremental steps towards a new culture. Having agile coaches, training, scrum models helps to get started but they give a new skin to the same animal- what we want is the animal to fly. In the session,  I have taken a 6 step process to move from one culture to another.

Scaling Agile is usually associated with frameworks ( SaFE, LESS, Scaled Agile, OKRs) , training at mass scale , dividing organisations into two pizza teams forming some kind of structure , agile coaches, governance etc .

While these are good things , it is the tech practices, architecture that helps to give a friction less experience on the ground. Usually tech practices are seen in isolation ( as engineering excellence) , but its is the tech estate of the application/systems that makes the Agility possible .

With examples , principles this talk covers how tech estate is the most crucial thing in the whole scaled agile implementation