Large-scale Scrum (LeSS) implementation can be a daunting task, especially when it comes to forming teams. One company’s experience showcases the challenges and solutions in this process. Initially, the company struggled with a lack of cross-functional teams, leading to delayed deliveries and poor quality. To combat this, they adopted LeSS, which recommends feature-based teams, but implementation proved difficult due to the size of the company and the complexity of the product.
An external consultant suggested a ‘team formation event’, which involved all team members and aimed to form cross-functional, self-managed teams. The event was structured in three stages: preparation, the event itself, and follow-up. Preparation involved defining the skill matrix and identifying the product areas. During the event, team members were given the freedom to select their teams based on their skills, interests, and the needs of the product areas. This approach led to the formation of motivated, cross-functional teams.
Despite initial successes, a few teams struggled with the new structure, leading to a follow-up event to address these issues. Overall, the team formation event was a success, resulting in improved product quality and delivery times. This case study demonstrates the potential of LeSS in large organisations, highlighting the importance of team autonomy and adaptability in the face of challenges.
Go to source article: https://www.scrumalliance.org/community/articles/2013/2013-april/how-to-form-teams-in-large-scale-scrum-a-story-of