State Farm adopted an innovative approach to a common problem many organizations face with agile transformation: How do you influence, nurture, and support a whole scale culture of agility? How do you move from doing agile to being agile?
The product owner role was introduced in Scrum in 1993, so the role has been around for more than twenty-five years. Yet we still struggle with the nature of it. Is it simple or complex? Is it inward- or outward-facing? It is about backlogs and stories, or something more?
Many agile teams rework previously deployed stories, even after plenty of in-sprint testing. Well groomed, refined, stories framed with typical, alternate and error scenarios, gracefully described in well formed gherkin, continue to encounter all sorts of bugs.
Delivering hundreds of laser beams to brain tumors with sub-millimeter precision requires accurate, safe, and effective software that is developed and tested carefully and meticulously. But to be competitive in the market and responsive to customer needs you’ve got to be fast.
How long will that take? It’s a question we’ve all either asked or been asked, and it can be a challenge to answer accurately. How long will it take to get that feature out the door? How much time would you need to build this kind of software?
There are many companies today implementing agile and DevOps practices, usually enabled by a microservices architecture. Most of them are focused on continuously delivering value to their customers within the boundary of a time-bound sprint.