Craig Larman > Quotes

“One of the Scrum rules is that work cannot be pushed onto a team; the Product Owner offers items for the iteration, and the team pulls as many as they decide they can do at a sustainable pace with good quality.”
― Craig Larman, Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum

“empirical”
― Craig Larman, Large-Scale Scrum: More with LeSS

“James Grenning, Elisabeth Hendrickson, Kenji Hiranabe, Greg Hutchings, Michael James, Clinton Keith, Joshua Kerievsky, Janne Kohvakka (and team), Venkatesh Krishnamurthy, Shiv Kumar MN, Kuroiwa-san, Diana Larsen, Timo Leppänen, Eric Lindley, Steven Mak, Shiva-kumar Manjunathaswamy, Brian Marick, Bob Martin, Gregory Melnik, Emerson Mills, John Nolan, Roman Pichler, Mary Poppendieck, Tom Poppendieck, Jukka Savela, Ken Schwaber, Annapoorani Shanmugam, James Shore, Maarten Smeets, Jeff Sutherland, Dave Thomas, Ville Valtonen, and Xu Yi.”
― Craig Larman, Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum

“one client who went out of their way to regularly thank the team when they said ‘no’—as this client had suffered the effects of wishful thinking all too often.”
― Craig Larman, Practices for Scaling Lean & Agile Development: Large, Multisite, and Offshore Product Development with Large-Scale Scrum

“here is an early version of principles established by a client adopting LeSS Huge in a product group: 1. The perfection goal is to have a releasable product all the time. Release stabilization periods need to be reduced and eventually eliminated. 2. Co-located, self-managing, cross-functional, Scrum teams are the basic organizational building block. Responsibility and accountability are on team level. 3. The majority of the teams are organized as customer-centric feature teams. 4. Product management steers the development through the Product Owner role. Release commitments are not forced on teams. 5. The line organization is cross-functional. The functional-specialized line organizations are gradually integrated in the cross-functional line organization. 6. Special coordination roles (such as project managers) are avoided and teams are responsible for coordination. 7. The main responsibility of management is improvement—improve team’s learning, efficiency, and quality. The content of the work always comes from the Product Owner. 8. There is no branching in development. And product variation is not to be reflected in the version control system. 9. All tests are automated with the exception of (1) exploratory test, (2) usability test, and (3) tests that require physical movement. All people must learn test automation skills. 10. Adoption is gradual and evolutionary. These principles are considered in every decision.”
― Craig Larman, Large-Scale Scrum: More with LeSS

“What do you miss, no longer working at Toyota?” He replied, “No longer discussing perfection with people.”
― Craig Larman, Scaling Lean & Agile Development: Thinking and Organizational Tools for Large-Scale Scrum