ONLINE COURSE: March  4, 5, 8, 9, and 10. All days from 09:00 until 13:00 CET.

Tooling used: Camera, Browser, Microphone, Zoom, and MURAL.

Learn more about the Online LeSS Practitioner course.

In this talk, Cesario shares some Agile Organization Design principles. You can use these principles to have a more informed discussion in your agile transformation.

See also the upcoming book Coaching Agile Organizations.

There are 2 positions you can take when thinking about scaling Scrum.

  1. You consider Scrum a team level framework only, and then ask what needs to be added to Scrum to make it fit in your organization. You likely have Copy Paste Scaling and a narrow product definition.
  2. You consider Scrum a framework for your complete process, and then ask how to scale Scrum itself. Nothing needs to be added to Scrum. You need a broad product definition.

I explain the effects of these two approaches and how to define your product in the webinar: De-Scaling with LeSS from the perspective of the Product Definition.

This article is about how we improved on the Dutch Bank Spotify inspired model in a tribe.

We work with over 20  teams on our Business Lending product.

We develop our product across 3 sites, with dispersed teams. Each team contains business, IT and operations skills. In this configuration we deliver valuable product for our customers every 2 weeks. We did this by amongst others, adopting LeSS principles to further optimise our Spotify inspired way of working.

So, how did we transform? Read the complete case study.

The paper ‘Why Isn’t Your Current Approach to Scaling Agile Working?” written by Cesario Ramos co-authors with Kurt Bittner was recently published on InfoQ.

Having trouble scaling your agility? You’re not alone; even organizations who have agile success in isolated pockets have trouble scaling that agility to the broader organization. The challenges express themselves in familiar patterns. Do any of these look familiar?

  1. Your copy of another organization’s model doesn’t work
  2. Your organization’s design conflicts with the goal of agility
  3. You are trying to “copy and paste” what works for one team to all teams
  4. You are independently optimizing different parts of the organization
  5. You are under-invested in agile engineering practices

In this paper, we discuss common systemic challenges for scaling agility. We close with a comparison between the approach to these challenges by popular scaling frameworks.

You can read the complete paper at InfoQ here.