Wholeheartedly agree. On our side we are not only multiple dev teams working tightly together on the same product (CAD application in a highly regulated medical

Wholeheartedly agree. On our side we are not only multiple dev teams working tightly together on the same product (CAD application in a highly regulated medical field), but we also have a domain experts group, a designer group and the POs that need to prepare the high-level user stories and behavior of the features pre development. Our teams work with 3 week sprints and we found that in order to actually start development of a topic we need ~3SL prep time, meaning POs write high-level user stories, domain experts discuss how the detailed workflow behavior should best be like, then the designers come with mockups. Those are typically not aligned and need several feedback loops until it is settled. Then we devs need to break this down, look into the technical side, groom the tickets, write Dev stories and estimate them. Then the PO prioritizes the tickets and we pick em for the sprint. Then we develop for typically 3 sprints, but sometimes longer. After the pure development come the feedback loops again with the domain experts and the actual stakeholders. This can also take 2-3SL easily. So we have 3SL prep | actual implementation ≥ 3SL | 3SL feedback loops & polish Post development our deliveries also have to synch with the bi-yearly sales windows of our parent company and need coordination for marketing, regulatory affairs / verification & validation, training & education and the sales team. The real challenge is to somehow interface our agile development process within a traditional workflow (marketing, T&E, sales needs to know upfront what features will be delivered at a given release some month in advance so they can plan and prepare their activities and materials for a commercially successful software release.