How often do we hear inspirational-motivational speeches from C-level executives, when they present at a town hall? Their reassurance about being on the same page about goals, mission, vision, alignment on strategy and execution is usually so strong! They often talk about a successful transition to becoming a true customer-centric organization and winning hearts and … Read more
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This session was not recorded. It will be replayed, on demand, in a near-by future. Materials: Additional Assets: Agile Humor Product Definition and Discovery Workshop SAFe Recovery Program Other services
Related reading: Following FTAM By Expanding DoD VS. Becoming A Hostage To Traditional Org Structure. Maturity of Definition of Done (DoD) has been the area of focus for many teams and organizations. Expansion (maturation) of DoD can be aligned with a Feature Team Adoption Map (FTAM), and it is covered on this page. In … Read more
1- “Scaling is our main goal” The whole idea of “since we are so large, all of our solutions must be also large” is flawed. Just because an organization is large, does not mean that it is usefully and productively large. It could be that historically, or due some other conditions, an organization has built … Read more
2024 course registration will open soon: RSVP to reserve a seat Class Feedback: From Lance Rochelle: Optimizing Executive Performance: The Transformative Power of Craig Larman’s Certified LeSS for Executives. Drawing on my extensive experience as a Distinguished Engineer with nearly three decades in software development and engineering, I’ve encountered numerous executive training programs. Among them, Craig … Read more
Also, watch: “Introducing the Gemba Sprint” (4 min) Synopsis: If teams are self-managing, why do you need managers? This was the question that Google’s Larry page and Sergey Brin debated in 2001. Ultimately, they decided that that management was unnecessary and initiated what they called a Disorg and fired all managers. A year later, there was an intellectual … Read more
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 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
