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4

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5

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6

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2

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WOMM: Lack of coordination in cross-team Epics: Integration tests, Dependencies, End-to-end automation 

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WOMM: Lack of coordination in cross-team Epics: Integration tests, Dependencies, End-to-end automation 

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Compliance: Common backlog (process around+working across domains regarding features/support)

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Compliance: Common backlog (process around+working across domains regarding features/support)

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Leadership Team: Establish tech leader set up to support cross-functional teams (enabling more teams to work across domains) - and support backlog refinemnet for enablers

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Leadership Team: Establish tech leader set up to support cross-functional teams (enabling more teams to work across domains) - and support backlog refinemnet for enablers

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Team members raised that there appear to be too many meetings.
Meetings should:
Have the correct attendees
Have a clear agenda
Have a clear outcome from the beginning
This outcome is documented and communicated after the meeting.
Meetings start on time.

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Om Nom: Defect pulling process on ART level, in context of teams T-shaping. Who pulls what? 

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Om Nom: Defect pulling process on ART level, in context of teams T-shaping. Who pulls what? 

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Prioritization within few implicit defect backlogs. Different procedures in different ‘domains’.

Solution: common backlog?

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FO Engine: Common Support flow (Backlog) at FO ART level

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FO Engine: Common Support flow (Backlog) at FO ART level

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NOT ( "Individuals and interaction over processes and tools" )

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BroCode: Implement common defect Backlog for the ART

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BroCode: Implement common defect Backlog for the ART

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AMA: Make fewer experiments at a time. Follow up and measure the effect.

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AMA: Make fewer experiments at a time. Follow up and measure the effect.

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Currently we have a lot going on and experiments from previous PIs have been forgotten and never followed up on.
- Half PIs
- T-shaping and onboarding
- Estimation
- System demos
- Refinement pitch
- Servant leadership
- ...

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PS6: Process to support request management

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PS6: Process to support request management

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AMA: Very unclear process about t-shaping and onboarding

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AMA: Very unclear process about t-shaping and onboarding

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- What was the purpose? T-shaping or moving resources to OM?
- Much focus on how to onboard a team to OM but not much about how to onboard CM teams to AM work.
- Leadership asks the teams to self-organise but it seems like there were a lot of implicit expectations to be read between the lines.
- Good to involved people outside the leadership team but it should be fewer than the entire ART
- Are we clear on what servant leadership actually means?
- Too long process

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4

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FO Engine: Better machines for developers (hardware should not be the work distractor)

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FO Engine: Better machines for developers (hardware should not be the work distractor)

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Leadership team: Improve backlog refinement process - control inflow (waste in building backlog 4 years ahead)

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Leadership team: Improve backlog refinement process - control inflow (waste in building backlog 4 years ahead)

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WOMM: Difference in core DoD and quality metrics across teams decrease Product quality

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WOMM: Difference in core DoD and quality metrics across teams decrease Product quality

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- Test scope
- Automation
-Hard to refine features
- Leftovers from closed features

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Some of the London based teams have been successful in reducing cycle time by adopting Kanban, aggressively slicing stories, imposing WIP limits, and as a result have had to swarm to finish stories to obey WIP. this has resulted in a reduction of cycle time through greater collaboration,. This also has reduced the waste up front planning, as sprint planning occurs as it is needed. This also stopped the hockey stick of stories being accepted at the end of the sprint, allowing teams to finish more of what they started.