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If you have been involved in an Agile transformation, you have likely seen the struggle to deliver working Features within a short period. It can be hard enough for an Agile Release Train to finalize Features within a Program Increment. But, in a sizeable Lean-Agile organization, the ability to quickly deliver working Features across several domains in multiple Release Trains is needed to accomplish Cadence and Sync.

For any Feature there There is an End end-to-end flow , from a trigger where development starts to a for any Feature. From the starting point of development to the delivery where value can may be utilized. There may be pockets islands in the flow where mature Agile teams are doing an excelllent workable to delivery of teams wi excellencedo an excellent job. But as long as the teams cannot observe and influence the entire end-to-end flow, teams will lose the context of their delivery.

Cadence and Sync is the way to create alignment through short feedback loops that provide the necessary learning. Without fast and frequent feedback, the dream of Business Agility flies out the window.

The following image demonstrates a typical scenario where the development of the Product, including the devlopment development platform, has reached Cadence and Sync. The Supporting Systems are still scattered in different development models and are far from reaching any Cadance and Sync.

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Does your organization have an overview of what systems need to be developed in Cadence and Sync to benefit from full feedback in your Value Stream Network?

Modularization

Modularization is not a new invention, nor is it unknown. It is a prerequisite for making it all work in many industries, like the automotive with its sizable clusters of component suppliers.

An improved Product Development Flow in a large complex orgnization organization can not only be based on reshaping the organization and within the existing company.

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