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Good agile teams are disciplined about their documentation but are also deliberate about how much they do and when. In this chapter from The Scrum Field Guide: Agile Advice for Your First Year and Beyond, 2nd Edition, we find a duo struggling to explain that while they won’t be fully documenting everything up front, they will actually be more fully documenting the entire project from beginning to end.

Sriram Narayan, author of Agile IT Organization Design: For Digital Transformation and Continuous Delivery, describes a holistic approach to improving organizational agility through deliberate organization design based on three overarching principles. This operating model scales Agile using a modern scale-out mindset rather than a conventional scale-up mindset.

This chapter from Agile IT Organization Design: For Digital Transformation and Continuous Delivery describes how various multiteam configurations, including the matrix organization, reduce organizational agility and how having fewer outcome-oriented, cross-functional teams can help.

Lisa Crispin and Janet Gregory, authors of More Agile Testing: Learning Journeys for the Whole Team, describe how agile has grown rapidly to improve the work (and lives) of developers worldwide. From its inception as a development concept that sometimes induced fear and promoted confusion, agile has risen and deepened to become a business approach in which everyone can succeed together: customers, programmers, testers, and anyone else involved in delivering business value.

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