Large Scale Scrum (LeSS) is for me an honest framework which embraces Scrum (for 1 team). LeSS does not introduce any additional layers of governance, it does not compromise to fit with existing traditional organization structures, it does not compromise on the delivery of value.
Indeed, LeSS is much more about organisational (re)design than about introducing Scrum. Before “scaling up” to multiple teams, an organization must be able to adopt Scrum on the team level, and proof for themselves they can organise performing teams. LeSS embraces the principles of agile and lean thinking as these are meant to be.
My impressions of LeSS course:
Last week, I participated 3-day LeSS practitioner course by Bas Vodde.
Why LeSS for me?
Agile software development, XP and Scrum gave me a number of fundamental answers in how to improve my profession. Scrum is a simple and truly great framework for delivering working software. On top of Scrum, in the past years I’ve learned many practices, which fit really well with Scrum and help me solve many common challenges.
Nevertheless, throughout all these years, some fundamental questions remained: How does Scrum fit in large companies with strong hierarchical structures, and theory X way of thinking? Is the ultimate goal to Scrumise the whole company and everything will be great? Is this achievable, and does it make any sense?
I have seen some really nice examples where Scrum is applied throughout whole organisation in a certain way, like Bol.com in The Netherlands. The reason why it worked in this…
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