# data[].attributes.body
Olá, Bernoullíderes!

Aqui está a apresentação que utilizamos em nosso momento sobre estruturas & estratégias ágeis.

# data[].attributes.headline
Como estão as nossas habilidades, conhecimentos e experiências sobre agilidade?

# data[].attributes.subject
Como estão as nossas habilidades, conhecimentos e experiências sobre agilidade?

# data[].attributes.body
Olá, pessoal!

Antes de qualquer outra coisa, consideramos importante compartilharmos uma premissa com vocês: assim como as nossas vidas, organizações são plurais, diversas e estão em constante movimento. E, por isso, queremos registrar um superconvite para oxigenar a nossa estrutura e deixá-la ainda mais assertiva e orientada para estratégias de agilidade e transformação digital.

Este é um inventário sobre habilidades, conhecimentos e experiências sobre agilidade, que tem como objetivo mapear e retratar como estamos hoje. A nossa expectativa é que todos preencham este instrumento para subsidiar informações que nos permitam ser assertivos no desenvolvimento dos nossos times.

É importante lembrar-se de que não existem respostas boas ou ruins. Este instrumento é baseado no entendimento individual a respeito de seus próprios comportamentos e a precisão dependerá do quanto o seu autoconhecimento está ativo e pulsante! 😎

Qualquer dúvida, escreva para agilidade@bernoulli.onmicrosoft.com

Um abraço,
Agile Tribe Squad | Um colab da GP e do HUB de Tecnologia Educacional

# data[].attributes.attachment_link.readable_text
AMANDA TEIXEIRA PINHO TAVARES

ANA CAROLINA NASCIMENTO SOUZA PINTO

ANA MARIA MARTINS DE OLIVEIRA

ARIANA BARBOSA DOS SANTOS

AUGUSTO ALVARENGA DE BARROS MENDES

AUGUSTO FIGUEIREDO E SILVA

BARBARA ALINE TURCI DE OLIVEIRA

Brenda Michelle Buhr Pedro

BRUNA DE OLIVEIRA GREGORIO

BRUNA LUIZA FONTE BOA ROCHA

CAMILA MEIRELES ALMEIDA DE OLIVEIRA

CATARINE GLENDA ANDRADE CORRADI

CLAUDETE MARCELLINO CORADI

CLEBER MONTEIRO DE ALMEIDA

DANIEL DE OLIVEIRA MARCELINO

DANIEL DE SA MENEZES TEIXEIRA

DANIEL LABOISSIERE PRETTI

DANIELA ELISA DUARTE FERREIRA MARQUES

DANIELLE CARDOSO FERREIRA NERY

DIEGO TADEU CASTRO DA MATA

EMANUEL HENRIQUE DA SILVA

EMILY TAMARA PEREIRA MARQUES

FABIOLA STEPHANIE DE OLIVEIRA PAIVA ANDRADE

FILIPE ESTEVES DOS SANTOS ADAO

GABRIEL ANGELO RUGGIO STARLING

GABRIEL CHAVES SANTOS DE OLIVEIRA

HELIA TACIANA MOREIRA DE BRITO

ISABEL CRISTINA DE MENDONCA CORDEIRO

ISABELA SIMONE SILVA LELIS

JESSICA INGRID NUNES DE SOUZA

JUNIA KELLE TELES MARTINS

KAMILA PEREIRA MORENO DE JESUS

KAMYLLA BENTO DE ALENCAR BARBOSA

KARLA DE LIMA E CUNHA MORAES

KENIA SANDY NICOLAU FERREIRA

LETICIA ALMEIDA DE OLIVEIRA FERREIRA

LETICIA GONCALVES DA CRUZ OLIVEIRA

LETICIA HELENA POLETTO DE PAULA

LUCAS FERNANDO RIBEIRO FERREIRA

LUCAS NASCIMENTO MARANHAO MOREIRA

LUCIANA PAULA SOARES LOPES

MARCOS ANTONIO MARTINS ANDRADE

MARIA VICTORIA HEILBUTH MARCON

MARIANA LUIZA DE FREITAS CRUZ

MARIANA THAIS DA SILVA ALCANTARA

MARINA RODRIGUES DE CASTRO

MATEUS HENRIQUE BARCELOS ROSA

MELINA DJENANE GONCALVES BONIFACIO LEITE

MICHELLE APARECIDA PEREIRA ELEUTERIO

MIRIAM RIBEIRO DE CARVALHO

NAIANNE RABELO VALERIO DA SILVA

NAIARA TALITA TORRES MONTEIRO

NATHAN ACKERMAN CHAGAS DE SOUZA

NUBIA APARECIDA DE SOUZA SANTIAGO

PATRICIA AUREA DE ALMEIDA E SILVA

PATRICIA GONCALVES DE SOUZA

PATRICIA REGINA DA SILVA COELHO SPINOLA

PAULO CESAR CAMINHA RAMOS FILHO

PAULO ROBERTO ROSA JUNIOR

PRISCILA ABREU BORGES TREVIZANI

PRISCILLA ARAUJO ALCICI JORGE

RAFAELA CRISTINA CORDEIRO

RAFAELA FREITAS DE ARAUJO

RAMON TADEU ROCHA BARBOSA

RAONY ROMUALDO DE SOUZA ABADE

RAQUEL LANE FREIRE MENDES

Rochele Mechetti Ferreira Cipriani

STEPHANIE DE BARROS PRIETO

SUZELAINNE DE SOUZA PEREIRA

TAILA BARBOSA GOMES SANTOS

TAMIRES MASCARENHAS DE VILHENA

THAIS CRISTINA MUSSULINI DE SOUZA

VERONICA LORRAINE RIBEIRO DOS SANTOS

VICENTE VASCONCELLOS SILVA

VIVIAN CATHARINE DOS SANTOS

WALLACE WEBER VIEIRA DE JESUS

WEBSTER PEREIRA DA ANUNCIACAO

WELLINGTON RIBEIRO SEABRA

WILSON ESDRAS PAES BITTENCOURT

# data[].attributes.attachment_link.title
Como estão as nossas habilidades, conhecimentos e experiências sobre agilidade?

# data[].attributes.attachment_link.description
Olá, pessoal! Antes de qualquer outra coisa, consideramos importante compartilharmos uma premissa com vocês: assim como as nossas vidas, organizações são plurais, diversas e estão em constante movimento. E, por isso, queremos registrar um superconvite para oxigenar a nossa estrutura e deixá-la ainda mais assertiva e orientada para estratégias de agilidade e transformação digital.

# data[].attributes.attachment_link.title
estruturas & estratégias ágeis - Google Jamboard

# data[].attributes.attachment_link.description
The version of the browser you are using is no longer supported. Please upgrade to a supported browser. Dismiss

# data[].attributes.attachment_link.title
Os Agilistas - O maior podcast de agilidade do Brasil!

# data[].attributes.attachment_link.description
Os Agilistas - O maior podcast sobre agilismo do Brasil! Conversas sobre tecnologia, cases, comportamento, carreira e muito mais!

# data[].attributes.headline
[Estudo de caso] Lessons from Spotify Agile case-study for small teams

# data[].attributes.subject
[Estudo de caso] Lessons from Spotify Agile case-study for small teams

# data[].attributes.attachment_link.readable_text
A while back Henrik Kniberg published an excellent case study on Scaling Agile @ Spotify. Though the case study is specific to Agile scaling experiences at Spotify, I found some practices that are equally important for not so large teams. This post tries to capture those practices from a smaller team's perspective.

Break Silos

A lot of organizations still work in functional silos. So for a bank IT system, there may be one team for web banking, another team for home-loans, and yet another one for mainframe-based core-banking. Business features however in general cut across all these teams.

For instance, if feature FA needs to be completed in the above picture, Team 1 to 3 take the related slice of the feature into their backlog. Product owners of each team drive the prioritization of these backlog items. So if Team 1 finishes its part of FA, it doesn't mean Team 2 or 3 to finish their part as well with similar priority. Multiple hand-offs translate into waste and in the current case that waste is a delay. The feature may transcend to multiple releases just because of additional delay. Another important question, who is responsible for end to end testing?

Compare the above scenario with a feature team consisting of team members from each individual team. As priority and goal for all team member is same (finishing FA) and handoffs are reduced, the same feature gets delivered early.

Silos introduce delay and complexity. The idea of having a feature-driven cross-functional team ( the idea of Spotify Squad) provides the desired solution. Together their focus is feature completion which is very delivered faster because of the absence of any delay.

The community of Interest for Knowledge Sharing

Cross-functional teams are good. However, if individual component (say web banking) members are scattered among multiple cross-functional teams and working on the same component code-base at the same time, how to coordinate the following:

Component architectural sanctity

Discuss the problems faced or design evolution with other component-mates

Innovation and knowledge sharing on the component

The first two points can be handled with component-based daily standup. So in Spotify, this component structure and related activities are handled in Chapter and Guild structures.

The third point is handled in form of the Community of Interest (COI) concept where Guild members present new ideas and share their challenges with other Guild members.

This COI concept can be used in organizations with smaller teams as well. In Squads for instance, a guild is created for people interested in Front-End engineering-related activities. This guild represents developers (working in small projects) interested in front-end activities.

Development vs Operations Relationship

One of the main bottlenecks in Continuous Delivery is the hand-off between the Development team to Operations. In many organizations Operations team focus on making the release for the development team, make infrastructure changes based on the inputs coming from the Release document. In Spotify the main job of the Operations team is to give the Squads the support they need to release code themselves; support in the form of infrastructure, scripts, and routines. So that's real empowerment, helping in removing the knowledge and capacity bottleneck, focused towards delivering faster release. The operations team is, in a sense, "building the road to production".

A similar thing can happen for teams in smaller organizations as well which could then help in Continuous Delivery.

# data[].attributes.attachment_link.title
Lessons from Spotify Agile Case-study For Small Teams | Squads

# data[].attributes.attachment_link.description
A while back Henrik Kniberg published an excellent case study on Scaling Agile @ Spotify. Though the case study is specific to Agile scaling experiences at Spotify, I found some practices that are equally important for not so large teams. This post tries to capture those practices from a smaller team's perspective.

# data[].attributes.headline
[Estudo de caso] Restructuring teams to achieve more with Spotify’s squad framework, a case study

# data[].attributes.subject
[Estudo de caso] Restructuring teams to achieve more with Spotify’s squad framework, a case study

# data[].attributes.attachment_link.readable_text
Photo by pine watt on Unsplash

Growth in business is a wondrous thing. However, it can come with a rather weighty collection of baggage. This can often blindside those that are so enamoured with achieving it. Any issues associated with growth are often defined as "a good problem to have". Whilst this may be true that does not excuse them from being problems.

# data[].attributes.attachment_link.title
Restructuring teams to achieve more with Spotify's squad framework, a case study.

# data[].attributes.attachment_link.description
Growth in business is a wondrous thing. However, it can come with a rather weighty collection of baggage. This can often blindside those that are so enamoured with achieving it. Any issues associated with growth are often defined as "a good problem to have".