Big organizations use Scrum as a driver of agility. But often after launching, management start focusing on the speed of development instead of quality. DoD is often weak and the company's agility is reduced as a result. In this article, we will use system diagrams to analyze the reasons why it happens and why DoD defines agility.
DoD Defines Frequency of Releases
Perhaps I was out of luck but in big organizations like banks, I did not meet a lot of Scrum Teams that could ship end-2-end features to the market every Sprint. There are a lot of reasons for it, e.g. a large number of architectural components, functional fragmentation of the organization, a culture of narrow specialists, a large technical debt, etc.
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