- The document describes how a large organization with 15 software teams scaled agile practices to manage interdependent projects across teams. - Key practices included all-at-once planning to coordinate work and dependencies, classes of service to prioritize work for shared resources like operations, and daily stand-ups focused on deliverables rather than individual team work. - Teams adopted continuous delivery practices and metrics to guide planning and reduce cycle times, while releases remained iterative to accommodate testing and changes near the end of iterations.