LeSS is More: The Automotive Journey
summary
Red Hat In‑Vehicle OS uses LeSS to scale from about 200 engineers into a feature‑area, feature‑team structure with seven feature teams, feature areas owning epics (1–2 sprint units) and teams delivering end‑to‑end increments. Delivery runs on two‑week sprints with a combined six‑week demo cycle every three sprints. A centralized unified backlog in Jira replaces scattered tracking, an “autopilots” enablement team embeds agile practices, and results include smoother onboarding, low attrition (three–four role changes in ~2 years), and fewer coordination bottlenecks.
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chapters (12)
- 0:00LeSS in automotive
- 2:30Program inception
- 5:41Principles and guardrails
- 9:36Why LeSS chosen
- 11:21LeSS in practice
- 15:52Organizational structure and collaboration
- 18:21Scaling teams
- 23:19Key learnings
- 25:09Q&A: Challenges
- 28:41Q&A: Resistance
- 30:48Q&A: Demo cycles
- 33:14Q&A: CPO empowerment
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