Barış Erkent // Agile Coach - Allianz Türkiye
In the previous article, we mentioned the causes and types of dependencies, and ended the article with some tips for effective dependency management. Let's open this a little bit and ask: How to reduce dependencies?
Agile working sets eliminating dependencies and providing value increase as its basis.
In an ideal world, there would be teams that create and deliver end-to-end products with minimal interaction between them, but this is often not possible. This does not happen in the initial stage, at least.
There are many factors that prevent teams from completely eliminating their dependencies. In such a scenario, let's focus on how we can reduce dependencies. Let's see what we can do.
Automation: If possible, repetitive tasks can be automated and controls can be added.
Standardizing processes: Processes can be standardized if they cannot be automated.
Using participation models: Support can be obtained from some roles and functions (such as Scrum master, Product owner, Program / Portfolio management office) to manage inter-team dependencies at regular intervals with stakeholders.
Gatekeeper strategy: Dependency requiring stories shall not be taken into the sprints until it is guaranteed that the dependencies will be resolved.
Using monitoring tools: Visualizing relationships between stories and tasks through tools such as Jira, creating a map of dependencies to make dependencies visible.
Micromanagement: Creating a new design, working proactively at the team level, if solving dependencies will require a great deal of effort.
Temporary matching: Co-scheduling with responsible parties for dependency requiring work. With match programming, one team member and the other team member can temporarily work together. In addition, periodic rotations among team members can be beneficial in seeing the big picture and developing a skill set among team members.
Exclusion of dependency: If there is activity dependency in the study, the dependency can be eliminated. For example, if a production environment is expected, a temporary workspace can be set up and delivery can be made.
Focus on common goals: Teams can be gathered on to discuss concerns and incentives by making informal organizations on the compliance with goals and the importance of work.
Check-in: Recurring meetings are held with teams to prioritize needs.
Stand-up: Involve dependent team members or appoint them as a delegate in daily standing meetings (to provide transparency on each other's priorities and barriers).
Quarterly retrospective: Holding quarterly retrospective meetings on relationships and areas of improvement.
For agile leaders, it is part of the cultural transformation to encourage reducing dependencies by developing the prioritization muscles of teams, as well as lean analysis to manage their value streams.
You can review your situation by answering this question: How dependent are you?
P.S. You can contact us by clicking here to share your experiences and ask questions about the agile working method.
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Sources:
https://www.scrum.org/resources/blog/eliminate-dependencies-dont-manage-them
https://medium.com/agile-outside-the-box/dependency-management-techniques-187f888a6aad
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