References & Assets To Share


15 thoughts on “References & Assets To Share”

  1. Avoid…Product Manager is not Product Owner 120 (135)

    Avoid… Product management or Product Owner
    between teams and users 146-147 (161)
    Avoid… Multi-level P-M indirection from customers
    to teams 146 (161)

    Try… Maintain three levels when using Area Backlogs 221 (236)
    Try… Three Levels Max 222 (237)

  2. Top 5 Questions for this Friday:

    Organizational boundaries for the LeSS adoption: why organizational boundaries are so important? Have you faced the problems of people, attempting to define products AROUND traditional organizational design and command & control, as oppose changing organizational design to support product centricity?

    Product Owner (PO) to Area Product Owner (APO) relationship: was it based on traditional organizational reporting structure or something else? More details on this are appreciated.

    Parallel LeSS Organization: what are the main challenged that were faced, when creating a parallel organization? Any pushback from executive management? If ‘yes’, why?

    Competence and Coaching Department: what was its organizational alignment within the org structure. Please, provide more details about figure 15 (

    What are some of the most common mistakes you have seen/made/avoided, with respect to expanding product definition?


    XXXXX shares his experience of working with a large health care organization where he worked with leaders and 35 teams to move from being project based to becoming product centric that keeps the customer in mind. Influenced by LeSS-Huge this organization made significant changes including getting to one product backlog, one product owner, self-designed teams, feature teams, and much more.

    its the usual stuff. Must have authentic executive ownership where they do some of the work.
    Must train a lot of people to build shared vision / ownership
    Having a good change plan is key to help with transparency so everyone is in the loop and not left guessing about what is happening, why its happening and when things will happen
    “people side of Change” providing session for people to develop personal and team skills on how to navigate the change
    reorganization – how the value of empowerment comes when you remove manager levels, etc.

    Being sure we do a self designing team workshop followed by the Initial PBR for a few days. These are key to the overall buy in, empowerment, showing of trust, etc.

    Upskilling plan/ effort to help our “m-shaped” efforts to give people time to learn and grow within the team / space and to not be generalist. and the effort be tied to what is needed now, plus to support the modernization strategy like test automation and CI being started. CD later.
    Defining career paths when you move all roles onto the teams like the BA, UX and QA people. and then to show them a path to learn new skills


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