Large enterprises are traditionally organized by function and managed to optimize vertically for specific outcomes.

In IT, this often means organizations specialize in functions such as design, development, QA, and operations.

Many decisions are made in the context of those functional silos as opposed to the end-to-end flow of delivery across those teams.

This mode of decision-making affects work management practices as well as tool selection for each group.

In traditional operating models of siloed teams, this is certainly an issue when creating an environment of task-driven queues.

As enterprises adopt Agile and DevOps, this mismatch between SDLC and ITIL practices, as well as tool silos, impedes both flow efficiency and work understanding within individual team and across teams.

This paper is focused on enterprise practitioners and management leaders who have multiple work management systems that their teams deal with every day and who struggle to provide visibility to the work as well as an improvement model to make the work and systems better.