Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))
No more planning hell and enormous dependency matrices. You need a new feature? Find a suitable team.4 The team won’t have exactly the skills required, so they get to practice their meta-skill of learning.
Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))
that in development things are too complex and dynamic for detailed and formulaic process recipes, which inhibit questioning, engagement, improvement.
Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))
control—Continually inspect and adapt the product, processes, behaviors, organizational design, and practices to evolve in situationally-appropriate ways. Do that, rather than follow a prescribed set of so-called best practices that ignore context,
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))
A central theme in Scrum is a relentless focus on delivering customer value. The order of the work is based on delivering value to customers rather than on the convenience to development. For the developers who want to build the framework first, this focus on validating technical decisions by delivering value early is a difficult change.
Bas Vodde • Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))
(RULE: All prioritization goes through the Product Owner, but clarification is as much as possible directly between the Teams and customer/users and other stakeholders.)
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))
Why not have people maintain a reporting relationship to a functional department manager? Because that causes conflicting loyalties that destroy the team’s shared responsibility and cohesion. Right now you might be thinking “They’re exaggerating. It can work in our company.” Not gonna happen. We’ve seen many try and it doesn’t work. Just don’t do i
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Self-managed teams are not just tiny curiosities. They can manage vast international operations of great technical complexity. The practices are not only scalable, unlike bureaucracy, they are scalable without sclerosis.