Industrial Agile

A Better Way To Learn Scrum: Doing It

A Better Way To Learn Scrum: Doing It

By Christopher Curley, CSM, CSPO “Kinetic” describes something moving. Kinetic is motion. Kinetic energy is the energy of a body in motion. It’s the work needed to move a body at rest to a certain velocity. Kinetic (or “kinesthetic”) is also a method of teaching. Kinetic learning teaches students using physical activities. As learners, we are more familiar with auditory learning and visual learning, but many of us are kinesthetic learners and all of us benefit from kinetic teaching.

Moving To Learn

Kinetic students learn through motion. Scrum4HW (Scrum for Hardware), offered by Big Orange Square, LLC is kinetic in both senses, making the Certified Scrum Master® and Certified Product Owner® programs they offer stand out. Scrum4HW challenges students to apply Scrum in a practical class activity. Students build a car based on the WIKISPEED design. Increasingly, hardware teams need practical expertise in Scrum. As enterprises compete to bring innovations to market faster and with higher quality, Agile teams will get to market sooner and with higher quality. Agile teams identify which capabilities in the prototypes under development will drive early adoption of a product, spark rapid sales in the revenue stream, and brand the enterprise as leaders in the market space. To go faster with higher quality, hardware engineers need to prototype early and incrementally. Product development needs to get data quickly. Will the architecture support the interfaces between components? Will components meet the real-world needs of the customer? Are we focused on the right priorities at the right times? The fundamental question of Scrum — When do you want to know you are wrong? – is as critical to hardware development as software development. Teams that prototype and design hardware using Scrum powerfully put the Agile organization at a competitive advantage. They are better able to address the power of buyers, adjust to the power of suppliers. They are able drive innovation into the market space. They are able get to market first, ahead of competitors vying for dominance in a limited profit pool. BOS will not put you to sleep Big Orange Square training will not do this to you. Despite the criticality of Scrum for hardware teams, there is skepticism that Scrum works for hardware. Some believe that Scrum can only be applied to software development. At Big Orange Square, they dispel this myth. They teach us, “If you can kick it, you can Scrum it.” The thing you kick in Scrum4HW is the WIKISPEED car. The car build – the kinetic exercise that applies Scrum to hardware development – is an essential element necessary to demonstrate how effectively Scrum can be applied to the rapid development of quality hardware. As an Agile practitioner in a strategic program office, I’ve sat through numerous CSM and CSPO training classes, as the enterprise incrementally transitioned teams from waterfall delivery to continuous innovation through Agile. That means I’ve sat in numerous Scrum simulations. These simulations, in my opinion, were mostly useless. Groggy participants half-heartedly go through the motions. They put in just enough energy to check off a box that indicates the exercise happened. In the end, I found a lot of poster paper with yellow sticky notes taped to the wall, but very little learning occurring. The car build stands in stark contrast.

The Big Orange Square Car Build Class

This is no tabletop exercise involving Legos™ or a fictitious software company releasing an imaginary product. There’s no sleeping through the car build. You’re on your feet, using your hands, engaging your mind. Stories on the progress board represent actual work being done. Completed work is evident on the frame. The data is real and in real-time. The product owner accepts a real world product. Success is experienced, not discussed. Students must self-organize around the roles, events, artifacts and the binding rules of Scrum if they are going to achieve a common goal: build a car that a student can sit in, that will roll, that the students can steer. Students must put lessons into motion each afternoon. They plan, stand up, and reflect on time-boxed iterations. They deliver product increments to real demonstrations. Data collected is applied to the next steps in the build. They must organize a Scrum of Scrums to share details about component interfaces and architectural decisions. They have to cooperate, communicate, and focus on what really matters in the product. Individuals and interactions, working products, close collaboration, responsiveness to change: these aren’t abstraction notions. These are critical behaviors the students must embrace to reach the goal. And, they do. During the car build, I observed:
  • Scrum teams quickly learn how to self organize around the priority stories in the backlog.
  • Teams cycle from forming to performing in three or four sprints, about an hour or so of practical working time.
  • Teams apply lessons from retrospectives to improving their velocity, quality, and definition of done.
  • Teams realize the criticality of quickly getting data from a working product – data they could not get from time spent on a design document.
  • Teams learn quickly the cost of improperly documenting the definition of done – having to relearn the parts list and assembly sequences after a tear down
  • Teams voluntarily swarming on an issue over their lunch to resolve a blocker that threatened the build goal by release.
  • The whole of the class align on the power of sharing information early and communicating continuously.

A Better Way to Learn Scrum

After participating in so many CSM® and CSPO™ training classes, I was astonished to see the class embrace Scrum so readily and apply it so powerfully to a common purpose. The physical build tied it all together: the application of classroom learning, case studies, and collaborative conversation are reinforced each afternoon as teams interactively cycle through the daily Scrums. This kinetic learning exercise put the class in motion. Once in motion, witnessing the car coming together accelerated the velocity of the class. The class exited the program not only with an understanding of Scrum sufficient for certification in the ScrumAlliance™, but also with a working understanding of how to apply that knowledge in the workplace. “Kinetic” is the reason I recommend Scrum4HW. I recommend Scrum4HW not only for manufacturing R&D and hardware development teams, but all teams. Software teams will benefit from the practical car build as much as hardware teams. The training offered through Big Orange Square will get any team moving. And, once in motion, the training through Big Oranges Square will accelerate the team to mastery faster than any other program I am aware of. If you think about it, “If you can kick, you can Scrum it,” is a great “kinetic” way to sum up a great “kinetic” program. Christopher Curley, CSM, CSPO Christopher Curley is a project and operations professional with more than twenty years of experience in R&D, Information Technology, and Business Process Management. An Agile practitioner since 2004, Christopher has coached small teams, coordinated Scrum of Scrums, and implemented Agile at scale across global enterprises. He has enabled project delivery and DevOps improvements business ranging from small concerns to Fortune 100 organizations. Christopher’s professional research focuses on Agile and epistemology, developing and applying meta-languages to improve how teams think to purpose before taking purposeful action. His goal is to continuously advance the understanding of cognition in the practical empiricism of Agile practices. Christopher is a graduate of the Schreyer Honors College at Penn State, with BAs in Political Science and History. He holds PMP, CSM, CSPO, and SAFe SA certifications. He is an active member of the Research Triangle Park Agile Leadership Network (ALN). He lives in Durham, North Carolina with his wife, Kelly, and an ever-changing number of dogs they rescue.

Scrum4HW™ – an introduction

by
Peter Borsella & Hubert Smits – Big Orange Square LLC

Scrum is best known as a superior framework for delivering software. It may appear Scrum is rarely used elsewhere, but the future looks different. At Big Orange Square, we bring our 30 years of Scrum and Agile experience to a new domain — industry, where Lean practices, Six Sigma analysis, and decades of experience are established ways to deliver products. A sad point: few industrial organizations get their products to market on time, if at all. Or, they do so very slowly and with many problems. The Tesla saga is well known and a good example.

This series on Industrial Agile opens with an overview:

  • Is
    Scrum4HW really different from Scrum? (spoiler: no, it isn’t)
  • What
    is new in industry when agile principles are applied? And,
  • How
    do the different frameworks of Lean, Agile, Scrum, and Six Sigma fit together?

Is it really
different?

Let’s start with
Scrum – the heartbeat of the Industrial Agile Framework. At its core, it is no
different than the heartbeat of any other Scrum product delivery environment. We
both had some sore ears after being lectured by the co-creator of Scrum, Ken
Schwaber, when we talked about “next Scrum,” or “special Scrum,” or “Scrum
2.0.” There is only one Scrum framework, and it is defined in the Scrum Guide. Ken
is right, and that same Scrum framework is true in an industrial setting.

So what then is
new in industry?

Scrum is upheld by
two principles: empiricism and teamwork, so let’s hold these principles against
industrial products. For example, we are working with a team that builds single
board computers. However, it takes well over a year to develop this product. These
boards end up in satellites or airplanes, so replacement of a faulty board is
not an option. And, thousands of hours of burn-in tests are just one part of
development. This is quite different from a software product! But, we can still
apply empiricism and teamwork.

Under empiricism,
knowledge is derived from experience. When something is too complex to plan in
great detail with confidence, we begin with a high-level plan, execute a short
cycle of delivery as soon as possible, and use the knowledge gained from that
experience to course-correct the plan and determine what to execute next. Does
this sound familiar? It should, since this is another way of describing a
Sprint.

The crux of the
definition of empiricism lies in the word “experience.” We learn by
“experiencing” the work of the Sprint. By the end of the Sprint the customer
should “experience” a “potentially releasable product increment.” How can
the customer possibly experience something releasable in industry, for a single
board computer?

This is where
teamwork gets added to the mix. Small, cross-functional teams are responsible
to deliver the product increment — the real thing, not a design or a document. If
we were building a complex banking software system we’d proceed incrementally,
delivering a function at a time: first the mortgage rate calculation, then
mortgage risk assessment, etc. If we are building a circuit board, we deliver
one piece of functioning product at a time: first the power lines, then the
data lines, etc.

A circuit board
designer we worked with didn’t understand that a board with just power lines
can reveal very important information to colleagues. A board supplying power to
a device gave others vital information about part placement, heat displacement,
and other important aspects. Delivering something real allows us to learn more
about the product as we proceed.

A high level view of the Industrial Agile Framework.

Compared to
software, industrial delivery takes longer, is more complex, and requires a
broader set of skills. These include: Designing the multiple parts of the
machine (electronics, mechanics, enclosure, software, cooling, heating,
plumbing, hydraulics); continuously physically integrating the parts; testing
the parts and the whole; order the components (on time for
manufacturing); design the manufacturing process; tool up for manufacturing;
train people; optimize manufacturing; develop and equip service teams; and,
supply them with the right spare parts while managing inventory. This is quite
a challenge when thinking of the 7 +/- 2 team size recommendation!

However, by having
the right team composition at the right time across the product development
timespan, we can ensure empirical teamwork. For example, manufacturing is at
the table from the very beginning, and product design is at the table at the
very end, even if both are not full-time dedicated team members throughout.

How do existing
frameworks fit?

How do you start
with implementing the Industrial Agile Framework? Begin with what you know and
is working for you — possibly Lean and Six Sigma, and capitalize on that. Lean
provides tools like Value Stream Mapping, an excellent way to determine who
needs to be on a team. Six Sigma helps us improve quality standards in support
of a definition of “done.” Add to this elements of the Scrum framework: work in
short cycles, meet daily, establish Product Owner and Scrum Master roles., etc.
Most important, ensure proper leadership is in place to support the movement
forward.

More to come…

So get started! In
future columns we’ll be diving deeper into specific topics and present case
studies as we proceed on this exciting journey towards industrial agility!

A Professional Pivot Creates A New Purpose

A Professional Pivot Creates A New Purpose

Before The Pivot

Hubert Smits teaching at our new headquarters.
Class time with Hubert Smits. There are a few slides – but not a lot.
I’ve been working with Hubert over three years. He loves all things Scrum and teaches Certified Scrum Master classes. My job is to promote his work through various marketing activities. We had our ducks in a row: great looking website (www.smitsmc.com), Twitter followers (@hubertsmits), a happening LinkedIn profile and company profile – all working in his favor. Business was good!

But, I could hear it in his voice that Hubert wasn’t really happy.

Then, one day, about a year ago as of this writing, he called me. And nothing has been the same since that phone call.

In February 2016, Hubert joined some friends at a Train the Trainer class in the Seattle-area. Joe Justice, a well-known and respected agile trainer for Scrum Inc., was teaching Certified Scrum Trainers how to use Scrum to build products, namely a Wikispeed car. The class and the concept clicked for Hubert in such a way that he saw exactly what needed to happen next. He needed to do this. He needed to combine his passion for creating, with his passion for teaching, with his passion for Scrum.

He Pivoted And Now I Can’t Keep Up With Him!


BOS HQ LongmontFast forward one year to February 6 – 9, 2017. Hubert and his new business partner, Peter Borsella, held their first class at their new Colorado Headquarters!

(The week prior, both of them had led a class onsite with our client, CISCO. Pretty cool!) This week, they were working with ARCA, a manufacturer of cash automations technology for financial institutions and retail customers. They are an international organization and they brought a big team for this training: we had students here from England, France, Italy and the US! Two of them were here last August, when we held our first class in Boulder, Colorado in conjunction with our Scrum4HW gathering. (Link to that page). I couldn’t wait to see them!

I drove right to the spot that had been described to me: an unassuming warehouse-style building in the tiny town of Hygiene, Colorado (just north of Boulder, Colorado).

No One Is Asleep And One Team Skipped Lunch

I walked into an incredible experience. It was day four of the training. I’ve been to day two of training for other classes and it always looks the same: glassy-eyed, yawning students sitting under buzzing fluorescent lights as slides fade in and out on the screen while the instructor tries to keep everyone’s attention. I didn’t find this happening. Instead, students were asking questions, talking with the instructor, Hubert, and he was writing on a flip chart and not even using a projector! Throughout the next 30 minutes, I confess, he did show a few slides, but the focus of the class wasn’t on those slides: it was on the content. “Can this really be day four?”

Lunch arrived. Rather than running for the boxed lunches and grabbing their cell phones, the students opted to meet together. They met around the whiteboard and moved sticky notes from “doing” to “done” and “to do” to “doing” and each team held a short stand up reviewing what they had done and wanted to do and whose help would be needed. Finally, they broke for lunch! (I was so relieved because I was starving!) Oh wait, not all of them grabbed lunch. One team put lunch off because they really wanted to figure out their wheel assembly. I overheard a team member, Jason Schreuder, say, “I want to get those wheels on. I’m going to skip lunch until I get that figured out!”

Here you can see some photos. Photos really don’t tell the whole story. The shop is large and accommodates a classroom on one side and a workshop on the other. Beyond the workshop is another large warehouse we also use. As you can see, Hubert organized every tool so that students can find and use what they need quickly and easily. There are garage doors throughout the space, which allows the students to move equipment where they need it. It also gives them an incredible view of the Rocky Mountains.

I talked with the students and found that they were all staying in Boulder, Colorado, a breath-taking, beautiful 40 minute drive from the shop. At night, they partied! During the day, they worked! Hubert told me that they arrived at 8am and stayed until 6pm – even though he’d planned a 9am to 5pm class – because they couldn’t wait to learn the Scrum framework and try it out on building the car.

The ARCA folks were enjoying their training experience and they were learning a lot. Christopher Curley, an experienced Certified Scrum Master, shared with me that his team, which was focusing on building the floor and adding the seats to the car, had learned over the four days how to self-organize. “At first, I was very involved coaching them on how to work together, make decisions and now, I can just stand here and watch them work. They’ve totally got this figured out.”


I couldn’t wait to catch up with my friend from last August, Dawn Guttman. Dawn doesn’t like the spotlight, but you can see her in this photo from our August class: drill, baby, drill! She’s a manager at ARCA and, although Dawn attended last summer, she came this time to develop relationships with more ARCA team members who work with her team, but in other countries. Dawn is based in the US and works on the software-side of the business, and interfaces with manufacturing and finance. I asked her how the training was going. “It’s great! I really like the new space and it is making such an impact on everyone to have class time here and then walk over there [to the shop] and apply what we’re learning. Everyone’s really getting it.”

Hubert had Panera bring in breakfast and lunch every day, so the students ate well and had plenty of good coffee. But, if a student needs a break, Hygiene offers so much more than your typical business park or hotel-based training. The views of Longs Peak and the Rocky Mountains will refill your lungs. And if you need a coffee boost or a nibble, the Crane Hollow Cafe is right across the street. Another real bonus is the Purple Door, just a few steps from the Big Orange Square’s front door. It’s a cool market that provides yummy organic, local food and gluten-free baked goods.

I shared these other juicy tidbits about the location of our training facility because it’s another aspect of this training that makes it unique. I mean, that’s in addition to how unique our class is in the first place: it’s unique to build a car as you learn how to Scrum. When I took my CSM class, it was in a hotel conference room. We played a few cool games and had some good discussions. But, I’ll take training at the Big Orange Square (BOS) headquarters over that training if I have a choice. And, yes, of course I’m biased: I’m the marketing person for BOS. But, I’ve delivered training for IBM, taken the CSM class [from Hubert!] and so I do have some perspective. THIS PRODUCT DEVELOPMENT XTREME CLASS ROCKS!

The Benefits Of Empiricism And Teams In Product Development

The Benefits Of Empiricism And Teams In Product Development

The base concepts of Scrum are empiricism and teams. With empiricism in Scrum, decisions are made based on information we continuously collect, observe, and/or experience. With teams in Scrum, we believe that working closely and in tandem with our teammates from all the various disciplines collects the best information to make empiricism work. Classic Project Management Falls Short in Product Development In classic (or waterfall) project management, empiricism and teamwork are foreign concepts; inspections of the working results happen late in the project and people from different disciplines are separated by stage-gates.

A Stage Gate Workflow

In classic project management, projects begin with detailed, upfront planning. Designs are handled by one group of people and weeks or months later specifications are handed off to the next group who has to take care to get the designs into a product, only to be handed off to another for supply chain completions or back to the first because of detected problems. These series of handoffs result in very late feedback and the people are separated into silos. By silos I mean, one group could take care of design, another the electronics or mechanical work, another the supply chain group. I’ve worked with clients who are stuck in this sequence for years: some don’t get products out to the market for seven years or more. A new car model is about seven years in the making. It takes seven months to change specs in a simple product, like a whiteboard marker.

Agile Delivers Faster Results In Product Development

Enter Scrum: every two weeks a working version of the product is ready, and all the people work together to achieve this. The designers, the developers and the testers (to fit the same story as above), are meeting daily, discussing the project, working through issues together. The new revolution is to apply Scrum beyond software. We are successfully applying Scrum to product development: and we mean industrial product development. Now product development is discovering the benefits of empiricism and teams. With empiricism, designers, engineers, supply chain people and manufacturing people, learn together in short cycles what works in their design and what does not. Results show that this level of collaboration gives big productivity benefits, which far outweigh the perceived cost of not bundling work per function. Changes are required in the development process in order to produce inspect-able results every few weeks: different suppliers and, most of all, different thinking about what a product increment is. Combine the two and you achieve our slogan: Twice the product in half the time!™ (Fifteen years ago, when I started to work with Scrum, the practice of empiricism and teams were foreign to software people. Remarks like, “that is brilliant, but it won’t work with our big system,” were common. Fast forward to 2017 and all possible software development projects are running with the Scrum framework. No surprise as we bring Scrum to product development: product developers are using exactly the same arguments as software developers a decennium ago! They argue: they don’t have a need to bring mechanical and electrical engineers into the same development team; an increment is too slow and too expensive to build in two weeks; they can’t inspect and adapt when the entire product isn’t finished. It’s familiar to me and I know we’ll get there.)

Industry Benefits From Scrum

My colleague, Peter Borsella, and I have developed classes in which the above concept is explained and practiced. As we teach Scrum, our attendees actually build a product (a full size car) during class using the Scrum framework. The effects are far beyond our wildest dreams! One of our clients brought in their product teams from all over the world to our training headquarters in Colorado. As as a direct result of the class, they saved a year’s worth of time and $100,000 of investment developing a new product! (We are working on a full case study to share with you). The client is now developing products using empiricism and teams. They are also sent more product teams to us for training and coaching in February. If you can kick it, you can scrum it mottoIn Summary, what worked so well for software development is working for product development. If you’re designing and developing something – a phone, a car, a plane, a bike, a tool – you can use Scrum and you will save time and money. It takes a minimum of three years to design a car. It’s a complex project with many members and stakeholders and multiple compliance issues. However, designing a car – or any product – using waterfall project management is cumbersome and it does not produce timely results. Scrum is designed for complex projects with multiple stakeholders. The practice of empiricism and focus on healthy teams results in dynamic work.

An Inside Look At A Build Party

An Inside Look At A Build Party

In August 2016, we hosted a Big Orange Square Build Party outside of Boulder, Colorado. We met in a large four-car garage – almost a pole barn, really. A panorama of the Rocky Mountains greeted us along with coffee, fruit and bagels. After some instruction, we split into several teams and began working the backlog to build a car. The following video and photos will give you a peek into what that awesome day was like!

Meet Some Of Our Big Orange Square Build Party Members:

A Review Of The Nummi Car Plant

A Review Of The Nummi Car Plant

The story of the Nummi car plant, the joint venture between Toyota and GM is well known, almost legendary. It didn’t work out entirely well for GM. Frank Langfitt explains why GM didn’t learn the lessons—until it was too late. Find the This American Life recording here. Lean Product Development, or Toyota Product Development is a core part of Big Orange Square, it provides many practices and experiences to the concept of how to Scrum industrial product development. Tesla now owns the plan, makes you wonder which lessons learned from Nummi they are applying in their production system.

Big Orange Square Build Party – Retrospective

Big Orange Square Build Party – Retrospective

Modules & Stand-Ups

Working for a full day with an international team on a real product generates unique insights. Scrum contributes to product development, and to teamwork. Here are a few first remarks from attendees. After the first CSM for Hardware class the whole team participated in an extra day with a Big Orange Square Build Party. About 20 people, mostly in product development, and the youngest only 14 years old, worked on a real car. This fun Saturday brought the theory and exercises from the class to the real world of building a real car. You can find the ideas and structure here on the website.

Retrospective Item

Organizing the the product in segments (modules) and creating teams around each module is experienced as a big plus. It brings focus for the team and with that focus quick delivery of results is visible and measurable. Pairing happens almost automatically. And: teams need more Scrums and Scrum of Scrums to coordinate the work on the different modules. The ideal time according to this group: every 1-2 hours! The teams need these breaks not only from a self-organizing perspective, but also as a plain physical rest, self-organization drives up their motivation and with that their pace. The team called this “inter-team swarming” and they found it necessary to explore issues and solutions on the interfaces between modules. For example: one team is going to mount suspension modules on the frame and needs to drill holes. Another team mounts the steering mechanism on the same frame, also drilling holes. They can block each other (there is only so much space) and they found out that one team had specs for metric bolts, the other team for inch sized bolts. The two-hourly Scrum and Scrum of Scrums found these issues and solved them. And it resulted in a standardization for the product: “Go Metric” My observation and lesson learned: I went into this Big Orange Square build day with the idea that a one-day Sprint would be short, and that we would produce inspect-able results. It turns out that results are ready for inspecting in a matter of hours, and that in-team and inter-team coordination needs to be much more frequent than once a day. Although the car components were prepared, there were so many problems to be solved, and frequent and formal communication proved necessary. This reminds me of the Toyota Way where a similar practice is embedded – the manufacturing area has a space where people can gather at any time to discuss an issue. And it shows that two-week Sprints in a hardware space is more a maximum length to get real product out than an obstacle to implement Big Orange Square! Scrum on, more retrospective topics to come!

Gathering 2016 Presentation: Scrum For Life: A Tale Of 2 Journeys By Mark Buckner

Gathering 2016 Presentation: Scrum For Life: A Tale Of 2 Journeys By Mark Buckner

Scrum for Life: A Tale of 2 Journeys

by Mark Buckner

SUMMARY:

We’ll take a look at the Scrum Journey and lessons learned of two very different groups: the Power & Energy Systems Research Group at the Oak Ridge National Laboratory, an interdisciplinary team of researchers at the Department of Energy’s largest multi-science laboratory working on some of the most challenging problems facing the modernization the electric power grid, and FIRST Robotics Competition Team 4265 the Secret City Wildbots, a team of high school students who in just 6 weeks design, build, and program a robot to compete in the premier “Sport of the Mind.”

Mark Buckner Scrum4Life – Dr. Mark A. Buckner is Senior Research Scientist at the Oak Ridge National Laboratory and the Leader of the Power and Energy System Group (P&ES).

DOWNLOAD THE PRESENTATION

Gathering 2016 Presentation Learnings From The Trenches By Jeanne Bradford

Gathering 2016 Presentation Learnings From The Trenches By Jeanne Bradford

Agile For Hardware – Learnings From The Trenches

Jeanne Bradford, TCGEN
Best practices in applying Agile methodologies to hardware products are still evolving. But some of the best companies are blazing this trail, and there are great lessons to be learned and shared. This talk will be based in real case studies of how companies are applying Agile to their hardware product development process, specifically, how to translate Agile to work in a hardware, some of the unique challenges and solutions to ensure organizations get the most out of their Agile implementation.

Jeanne Bradford is a Founding Principal of TCGen, a product innovation consulting firm, based in Silicon Valley, California. She is also the co-author of the book, Innovate Products Faster: Graphical Tools for Accelerating Product Development. Prior to consulting, Jeanne led global organizations to deliver compelling products and technologies for some of the industry’s leading companies, including Apple, where she re-architected Apple’s new product development process (ANPP), building the core capability that allowed Apple to quickly deliver innovative new products to market.

One specific area of practice for Jeanne is building Agile capabilities in companies delivering hardware products to market. Through the translation of Agile methodologies and an emphasis on high performance teams, Jeanne has led transformations that have allowed teams to accelerate product delivery and increase customer delight.