Frameworks as starting point If you look at the LeSS complete picture, you see that the frameworks - defined by the rules - and the principles are at the heart of LeSS. However, this is not completely true. In fact, the LeSS frameworks emerged out of the experiments, in response
Shared vision is one of the five disciplines practiced in learning organization. This is the second article on how this discipline relates to product development organization, and it is about organizational vision. You may want to read the first one about product vision as well. Let's look at
Shared vision is one of the five disciplines practiced in learning organization. I shall write two articles on how this discipline relates to product development organization. This one is on product vision, and the next one will be on organizational vision. Let's look at how shared vision relates
Context There is a rule in the LeSS Huge framework - "LeSS Huge adoptions, including the structural changes, are done with an evolutionary incremental approach". In the 3rd LeSS book, there are three related guides for LeSS Huge adoption. * "evolutionary incremental adoption" * "one requirement area
I have written a series of articles that apply systems thinking to explore various organizational design options and change strategies. The goal of this primer is to prepare you for understanding and practicing systems thinking. Besides describing basic concepts, we shall use examples in product development organization to help see
This is a session I planned to give in LeSS meetup in Apri, Agile 2020 in July, LeSS 2020 in Sept., but could not make any of them due to the COVID-19. Next attempt will be LeSS meetup in Sept. Thought that the ideas might be useful, thus, put the
Note: This article was originally published as an experience report in Agile 2011. Abstract Manager as Scrum Master? You can not do that! It goes against the conventional wisdom, which assumes command and control managers cannot lead and coach as Scrum Masters. However, as an important aspect in Agile change,
Once a team responsible for "A" (be it a function, component or customer domain) grows too big, we split it into two teams, responsible for the subsets of "A" (the left side). Why is it so natural to do this, rather than the alternative - we
I often got this question - what do you measure while adopting Agile? The conversation usually went like this: [me] What is about adopting Agile? [him] ... doing Scrum. [me] What effect do you expect after adopting Agile? [him] higher efficiency. [me] How would you define higher efficiency? [him] ... finishing more
In my previous series of article "#backlogs and multi-learning", I wrote that "the agility is to deliver highest customer value in uncertain environment. With uncertainty, the ability to deliver is not sufficient, we need the ability to inspect and adapt, in order to deliver highest customer value&
The discussion in this article assumes that we apply Scrum in large-scale (i.e. multi-team) product development, which is probably 90% of cases. Scrum adoption Scrum implies the change in organization design. The star model by Jay Galbraith defines five aspects of organization design. Let's put Scrum in
How could we create a path of least resistance towards one backlog? A collection of multiple backlogs is NOT one backlog Assuming that multiple teams are working on the same product, the below is a typical conversation between me and my fellow, who may be a friend in the community,
In this article, we shall look at the structure of specialized feature team, and explore the dynamics around their backlogs, then analyze its impact on the agility and find the lever to optimize for the agility. Feature team is responsible for delivering customer value from end to end, thus, there
In this article, we shall look at a variant of the functional team and component team structure - feature group. We shall revisit the dynamics with functional team and component team, and see how much similarity and difference feature group has with them, in terms of its impact on the
In this article, we shall look at the structure of functional team and component team, and explore the dynamics around their backlogs, then analyze its impact on the agility and find the lever to optimize for the agility. Functional team is responsible for functional work such as analysis, design, implementation,
This is the first article in a series about "number of backlogs and multi-learning". Goal for Agility Let's first set the stage for our analysis by clarifying the system optimizing goal. The goal is to optimize for agility. The agility is to deliver highest customer value