Summary

This chapter centered on why many Agile development teams perceive governance as an anti-pattern and how to adjust governance to influence outcomes positively.

We have concentrated on architectural governance, which ensures that technology innovations are introduced to the business competently and sustainably by adequately aligning with the strategy and solution intent. The traditional ivory tower governance approach is disconnected, commands a control, out of context, and lacks communication.

We have examined Lean-Agile governance, which is incremental and iterative, and non-invasive in terms of the flow. In Lean-Agile governance, teams are empowered and autonomous with a high degree of collaboration for collective decisions. They exchange feedback continuously instead of waiting for board approvals. We then looked at the four principles of Lean-Agile governance: fostering a shared understanding; making decisions collaboratively; applying self-governance; and sharing...