Recently, I was chatting with my friend (and a LeSS site developer) Terry Yin and we were reflecting on two different product development efforts. He had been working with a client and the Sprint Review was boring as hell. People...

Interview with Venkatesh Krishnamurthy in CA DevOPs Perspectives. First published in DevOps Perspectives, edition 4 “In this age of agile development, there’s an uncomfortable reality that needs to be acknowledged and that is that large scale development is still with...

This post is cross-posted from the Gosei page at their blog

Scaling Agility or Bureaucracy

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.

Descaling Organizations with LeSS

I recently attended the first of hopefully many Certified LeSS Practitioner Courses in London. We were facilitated, trained and educated by Craig Larman, one of the co creators of the LeSS framework to scaling agile in organisations. Over a year prior to the course, I had participated as one of the lead coaches in a LeSS adoption for a large gambling company, so I had already read the two existing books, Scaling Lean and Agile Development: Thinking and Organizational Tools for Large-Scale Scrum: Successful Large, Multisite and Offshore Products with Large-scale Scrum and Practices for Scaling Lean and Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum.