The core of our collaboration was to create a set of processes and methods for running the organization in a better, more effective way. Some of the key objectives included:
→ The ability to transition into working on larger projects, and doing so sustainably.
→ Working in an agile way that allows for aggressive schedules while keeping everyone’s well-being as a priority.
→ Having paths and a culture that allows for teammates to grow professionally within the organization.
The frameworks used included the Agile frameworks Scrum and LeSS.
The implementation included planning, review, and retrospective meetings, as well as managing and refining the product backlog for an organization of more than 80 people.
We began by running multiple training programs. Everyone participated in basic trainings, while product owners and other key roles additionally took more advanced training on several different topics. In total, we’ve trained around 80 folks on Agile, and ran a few sessions with 20-40 teammates that have gone deeper into product owner training.
As a new game implies a new organization, we had the chance to start implementing these new practices from the very beginning. As the game progresses, so does the size and complexity of both the product and the team. This specific project has grown from a team of five people to around 100 folks now, and is still expected to grow further.
