
Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))

A feature team (see Figure 4.1) is a stable, long-lived team that does end-to-end customer-centric features.
Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))
A key difference is in splitting work into customer-centric parts instead of into component parts.
Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))
Rather, involve regular teams, and offer improvement items to them via the Product Backlog. This way, all the work is visible on the Product Backlog and continuous improvement becomes the normal system.
Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))
The manager-driven, “thou shalt do LeSS”-adoption causes resistance and sets up the organization for failure.
Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))
(RULE: The Product Owner shouldn’t work alone on Product Backlog refinement; she is supported by the multiple Teams working directly with customers/users and other stakeholders.)
Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))
true organizational flexibility comes from splitting work in meaningful customer-centric ways and giving that to suitable teams who make up for missing skills by using their learning skill.
Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))
Here is the perfection vision for LeSS that we use: Create organizations able to deliver or change direction at any time without additional cost.
Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))
like Scrum, LeSS is not a process or a technique for building products. Rather, it is a framework within which processes and techniques can be adapted to meet the needs of the particular situation.
Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))
Rather than asking, “How can we do agile at scale in our complex and awkward organization?”, ask a different and deeper question, “How can we simplify the organization, and be agile rather than do agile?”