Agile spicing is not enough - LeSS in Tallinn
LeSS, unlike most Agile scaling frameworks, addresses the fundamental systemic flaws of traditional organizations.
LeSS, unlike most Agile scaling frameworks, addresses the fundamental systemic flaws of traditional organizations.
Ran was visiting Poland and gave a short talk about LeSS in Warsaw Agile Meetup 23 Nov. 2015 for over 100 Agile enthusiasts.
Standing room only for Ari's talk about understanding LeSS and SAFe, based on organizational (anti)patterns.
Gosei was chairing the Agile Project management track. The audience was both laughing with tears in the eyes and squirming in discomfort when Ari explained how organizations screw it up.
Miksi liiketoiminnan ja IT:n on vaikea tehdä yhteistyötä? Tässä juurisyy.
By studying specific scaling frameworks we have found generic patterns and adoption path for scaling.
There are two very different strategies in adopting Agile in a large organisation, horizontal or vertical. In other words, you may take one product first with narrow and deep focus. Or you may focus on the vertical coordination layer, which is often perceived as The Scaling Problem.
A new network gateway was developed from clean table in half the time. The work started with two teams and in the end there were over 20 distributed teams. LeSS principles were used all the time.
We wanted to see through the jargon and analyse LeSS and SAFe against real significant patterns in large organisations.