Phase 2



1) Teams collaborate within silos

2) Scrum Masters convene in first


3) Frameworks such as SAFe or LESS

are considered, adopted

If all goes well, the experiment catches on and the number of teams grows. The tight-but-flexible sensation of working in sprints creates a lively vibe that others start to notice; higher management starts to see the advantages of a direct, cross-departmental, multidisciplinary

approach. More projects get Scrum teams assigned to them; more and more professionals take part in more and more projects.

Given a fairly large organization, middle management starts having a harder time keeping up with who’s doing what. So, the various Scrum masters start to convene and arrange their own conditions for work. Such a meeting of Scrum masters is an example of a

‘team of teams’, and a first example of a supporting framework. Often each ‘team of teams’ is set up within a single ‘silo’ only: an ‘IT Development team of teams’ or a ‘Marketing & Sales team of teams’. These ToTs still report to

department-level management. What

you’re seeing develop is the beginning

of ‘Release Trains’ when such teams

start working together.

The question now arises: how to balance

control and autonomy for all these new

organizational entities? Is there a proper

way for the various teams to work together?

To address these types of questions,

frameworks such as Scaled Agile (SAFe) or

Large Scale Agile (LESS) come into play.


  • Scale up the Agile way of working.
  • Adopt a framework (optional).


Benefit: You’re developing managementreplacing autonomy departmental level. Departments start to work together in a seemingly anarchic coherence.

The question arises: why do we need management? And indeed, less management is required.