Utilizing Agile Methodologies In Engineering Teams

Agile: It Depends Sorry, purists, but cross-team dependencies are a reality, even in Agile environments - and especially when scaling (e.g., SAFe). Agile teams are independent, but don't (or shouldn't) work in isolation. Dependencies, whether they're due to shared systems, limited expertise, or interconnected work products, can disrupt flow, cause friction, and delay value delivery. When they can't be eliminated, then managing them effectively should become a core team skill in any complex, interconnected environment. Dependencies Dependencies emerge when one team’s work relies on the completion or input of another team, ART, or external group. Left unmanaged, they create bottlenecks, misalignments, and delays, threatening Agile’s focus on predictability. The ideal scenario minimizes dependencies, but practical constraints like limited expertise or tightly coupled systems mean they can’t all be eliminated. So, the focus must shift to managing dependencies with transparency and collaboration. Visualization Make dependencies visible. Tools like dependency maps, inter-team Kanban boards, or visualizations in platforms like Jira (e.g., BigPicture) help teams see connections and track progress. Effective visualization highlights critical handoffs and potential delays, enables teams to monitor dependency resolution in real time, and provides a shared understanding for better coordination. During PI Planning, teams can use dependency boards to identify risks, align timelines, and agree on milestones. Be Proactive Dependencies must be identified as early as possible to reduce surprises. Teams should surface them during Agile events During PI Planning, teams collaborate to uncover cross-team dependencies and plan solutions. Reviewing stories during Backlog Refinement allows teams to flag and address dependencies before they become urgent. By proactively identifying dependencies, teams can align their schedules, coordinate integration efforts, and mitigate delays before they impact delivery. Accountability Every dependency needs a clear owner. Without ownership, accountability gets lost, and dependencies become a source of frustration. Ownership means assigning a team or person to manage each dependency, setting clear agreements on timelines and expectations, and checking progress regularly to maintain alignment. This reduces ambiguity and fosters trust. Reduce Impact Some dependencies are unavoidable, but teams can reduce their impact through thoughtful technical and architectural choices. Designing modular systems, using feature toggles, and automating shared tests are just some of the practices that can help teams work more independently. It Depends - But It’s Manageable Dependencies may be unavoidable, but they don’t have to be disruptive. By visualizing, identifying, owning, and mitigating dependencies, teams can maintain flow, improve collaboration, and deliver value predictably. Doing so is a skill every Agile team must master.

The NASA Systems Engineering Handbook didn’t get us to the Moon. And it won’t take us to Mars. The Apollo teams that got us there didn’t follow it. Today’s fastest teams are rediscovering the same principles, adapted for modern engineering challenges: 1. Waterfall plans for integration but treats it like a final exam. In the NASA playbook, subsystems were developed in isolation, optimized in silos, then handed off for integration months or years later. The assumption was simple: if every piece met spec, the system would work. One big moment to prove everything works. But reality doesn’t work that way. This model collapses when requirements evolve and designs shift. The most critical problems like misalignments, latency, structural clashes, and thermal surprises only show up when everything comes together. 2. V&V in Agile isn’t a phase. It’s the loop. Agile flips the model entirely. Integration isn’t a final step. It’s the main event. Fast teams don’t wait for milestones. They verify design intent daily. Full-system testbeds, hardware-in-the-loop, and live baselines keep feedback constant and cycles tight. Verification isn’t a report. Every day spent integrating is a day spent learning. R&D is where you take the hard hits early. Wait until the end and you’re just delaying failure. That’s how agile teams reduce risk while moving fast and still sleep at night before launch. 3. Launch cadence isn’t just an outcome. It’s a forcing function. NASA flew 21 missions in 9 years. Some government programs today can’t manage 3 in a decade. The fastest teams build around shipping regularly: smaller scopes, tighter loops, and fixed cadences that force progress. Can’t make this mission? Fine. Catch the next one. Schedule drives scope, not the other way around. Iterative teams set cultural guardrails like “future problem” and “shots on goal.” If a problem isn’t relevant now, don’t discuss it. Simplify scope, ship something real, and let future versions solve future problems. 4. Design reviews aren’t sign-offs. They’re decision points. Continuous V&V changes how reviews work. In the NASA playbook, design reviews became bureaucratic hurdles with endless slides, months of prep, and no real decisions. New school? PDRs and CDRs are fast checkpoints. Does this still make sense? Can we cut metal yet? The goal isn’t to prove you’ve thought of everything. It’s to decide what to build next and, more importantly, what to leave behind. 5. System ownership means every engineer owns tradeoffs, not just tasks. This all only works if engineers aren’t stuck waiting for top-down approvals. In slow orgs, requirements are thrown over the wall: “Here’s what you need. Go make it work.” In fast teams, the person designing the system also owns the requirement. They push back, negotiate tradeoffs and coordinate directly with adjacent teams. It’s not about perfect execution. It’s about solving problems cross-functionally.

Want to know how we successfully scaled Agile across a $114M organization with a global workforce? The latest edition of The PM Playbook reveals it all! It showcases how we: ➝ Implemented the Scaled Agile Framework (SAFe) ➝ Unified project delivery processes ➝ Empowered teams to accelerate performance You won’t want to miss it! Here’s a sneak peek at what you’ll discover: ✅ How to scale Agile across a global organization without losing momentum. ✅ Strategies to streamline project delivery and improve collaboration across geographically dispersed teams. ✅ Insider tips on overcoming resistance to Agile practices at different organizational levels. ✅ Proven tactics for aligning leadership and stakeholders to sustain long-term Agile success. Key Takeaways: → Agile transformation is about aligning people and leadership across the organization, not just processes. → Early and continuous engagement with stakeholders prevents pushback and accelerates change. → Release Train Engineers (RTEs) are pivotal in balancing Agile flexibility with organizational structure. → A well-defined roadmap and strong governance framework are critical for large-scale Agile adoption. This week, I've added 3 new sections to encourage deeper insights and foster ongoing conversations: ➝ Discussion questions ➝ Further analysis ➝ Areas for future research This is your chance to explore the material from multiple angles and share your thoughts with the community! Ready to dive in? Check out the article below! Do you have a case study that could benefit the PM or Agile community? If so, let's connect.