There are few things I agree with him – how they built agile process for his teams:
- No complex hierarchy – flat team structure. There is list of teams organized per feature, all they report to manager.
- Teams are stable and intact for 12-18 months.
- Teams has only 3 roles – PM (product manager), DEV, QA. On average 1 PM, 6-8 developers, 3-4 QA.
- No functional offices. No architecture comities.
- PM is responsible for product backlog and priorities. It is nonsense when PM has no clue in software internals. There are no scrum masters at all.
- Team sits in one room, with 1-2 small cubicles for meetings. There was some resistance at start to destroy cubicles, but only 3 or 4 persons leave the job (out of 1000)
- No scrum of scrum overhead. On end of every sprint there is single email with 2-3 video recorded about value that team created during this sprint. No daily/weekly reports and other managerial overhead.