Large-Scale Scrum: More with LeSS (Addison-Wesley Signature Series (Cohn))

The classic lean perfection vision is Toyota’s just-in-time system—every time a customer buys one car then exactly one car is produced just in time.

Truly scaled Scrum is Scrum scaled.

control—Continually inspect and adapt the product, processes, behaviors, organizational design, and practices to evolve in situationally-appropriate ways. Do that, rather than follow a prescribed set of so-called best practices that ignore context,

Products are created by teams, yet traditional (Western) organizations are built around individual accountability. You are held accountable by your manager for your individual performance. This gets reflected in practices such as assigning work to individuals, individual performance reviews, and individual rewarding. These practices promote individ

Attempting to change an organization’s culture is a folly, it always fails. People’s behavior (the culture) is a product of the system; when you change the system peoples’ behavior changes.

Create an organizational system whose foundation is managers-as-teachers who apply and teach lean thinking, manage to improve, promote stop-and-fix, and who practice Go See. Add the two pillars of respect for people and continuous challenge-the-status-quo improvement mindset.

The manager-driven, “thou shalt do LeSS”-adoption causes resistance and sets up the organization for failure.

(RULE: All prioritization goes through the Product Owner, but clarification is as much as possible directly between the Teams and customer/users and other stakeholders.)

No more planning hell and enormous dependency matrices. You need a new feature? Find a suitable team.4 The team won’t have exactly the skills required, so they get to practice their meta-skill of learning.