600 Days of LeSS: A Practice Chronicle
summary
A LeSS (Large‑Scale Scrum) case study describing 600 days of scaling from 1 to 5 teams with only 2 Scrum Masters, while Area Product Owner count grew to about 10. It covers problems faced: multiplying communication paths, multi‑vendor politics, a surprise hard deadline in summer 2023, remote audio‑only work reducing context, and drift of ownership. The team ran a deliberate experiment of dedicating one sprint to standardize backlog granularity, which improved PO–developer conversations, but doubts remain about PO selection, onboarding, and whether splitting teams instead of cloning would have been better.
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chapters (6)
- 0:00Introduction
- 2:14Scaling Scrum teams
- 8:41Product Owner challenges
- 14:41Unclear deadlines and communication
- 19:44Scrum Master’s role
- 20:57Q&A
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