LeSS Talks: Should Design Teams Sprint Separately From Feature/Product Teams?

Materials Sometimes, we see traditional component teams, adopting Scrum dynamics and trying to sprint within narrow dimensions of their component specialty. They [teams] go through ‘motions’ of sprinting (attending Scrum events, creating Scrum artifacts, assigning Scrum roles), yet at the end of a sprint, they are not able to deliver a PSPI. Such teams tend … Read more

LeSS with Gene and James: LeSS Training Alone Is Not Enough

LeSS badge is a validation of training content authenticity and quality LeSS badge is not proof of attendee’s post-training capability LeSS training is not enough to ensure success with a LeSS adoption, even if training is authentic Self-study BEFORE and self-reflection AFTER LeSS training is a huge plus Initial LeSS adoption coaching is important

LeSS with Gene and James: Internal [Unintentional] Distortions of LeSS

Multiple Component (or even Feature/Product Teams) Teams, sprinting concurrently != LeSS Is this and attempt to scale? This is copy-pasting, at best. If different products are involved, why same sprinting schedule matters? If teams build the same product but do not share a backlog/PO – what is the benefit of concurrency? Is this just a … Read more

LeSS with Gene and James: Improving Quickly Requires Fixing Structure

Deep and narrow organizational design changes aligned with adaptability can produce fruitful outcomes far faster than applying management pressure to squeeze improved performance out of the status quo system. A deep and narrow LeSS adoption will rapidly produce improvement in adaptability and value delivery, even when the discomfort resulting from increased transparency sometimes makes it … Read more

LeSS with Gene and James: Multi-Team Refinement

For so many companies, inability to estimate, forecast, budget, and manage expectations of clients, users, and management is a big issue. Below, are some of the most commonly heard concerns: Our teams cannot accurately estimate work. Our teams are not stable and not dedicated. Capacity is unpredictable. Not everyone is cross-functional and everyone does their … Read more

Nov 15-17: Certified LeSS For Executives with Craig Larman | NYC

3 days of deep insights, system thinking, reflections, discovering and owning the system we operate within! Thank you Gene Gendel for the recommendation!  3 days with Craig Larman were thought provoking, deep, and inspiring! Read the complete Linked post by Elena Aminova   “To the wall” is something you’ll hear a lot from Craig Larman when you take … Read more

Agile Vietnam Conference 2022: Majority of “Agile Transformations” Are Fakes And Failures. But There Are Exceptions.

Synopsis: Most of ‘agile transformations’ are failures and/or fakes. Many people that claim triumphing successes with agile transformations, do this to simply to advance upwards on their own career ladder, since their compensation and promotion are dependent on their own claims of success.  Nowadays, the words “agile”, “enterprise” and “scaling” are mostly misunderstood and frequently … Read more

Feature Teams vs. Product Teams? Organizational Implications of False Dichotomy.

This post is an extension of an older discussion and therefore, briefly, about the history: Back in 2019, the Founder and Partner of SVPG (Silicon Valley Product Group), Marty Kagan wrote the post “Product vs. Feature Teams”, where he defined two types of teams: product and feature, and then compared-contrasted them.  He also contrasted them … Read more