A focused pilot, not a paper transformation.
Pick one product area with recurring cross-team ambiguity.
Each team chooses one or two people for a time-boxed, reviewed period.
Start with the MoRE contract, DoR, DoD, and challenge path.
Use actual Candidates and Results rather than workshop examples.
Look for clearer handoffs, earlier challenges, and smaller meetings.
Add teams only after the pilot reduces coordination load.
Practise the flow before customising it.
| Step | What to establish |
|---|---|
| Discovery | A product problem, desired outcome, boundaries, and high-level Candidates. |
| Preparation | Research, ideation, questions, and individual refinement before the next meeting. |
| Initial Refinement | Written reasoning, contracts, seams, decomposition, evidence, and provisional priority. Combine with Discovery when participants agree the intent is already clear. |
| Main Refinement | Use only when team challenge, estimation, or additional context is needed. |
| Planning | Verify estimate and priority, and record owners to commit to Ready Work Items. |
| Execution and closure | Deliver to DoD, demonstrate the Result, record the product decision, and close. |
| Team Review | Inspect the process at the team's chosen cadence and review delegate tenure. |
Use the practice guides and templates for the first cycle rather than inventing local paperwork.
MoRE works around Scrum or flow.
| MoRE concern | Scrum | Kanban / flow |
|---|---|---|
| Commitment | Sprint Planning | Pull or replenishment |
| Team coordination | Daily Scrum | Flow review or team sync |
| Demo | Sprint Review or a separate Demo | When a Result is ready or in a useful batch |
| Team Review | Retrospective | Service-delivery review or another chosen cadence |
| Forecasting | Team's chosen estimate | Flow data, size, or team method |
MoRE structures the path from product intent to commitment-quality work. It does not replace team-level delivery mechanics.
Change coordination, not everything at once.
Keep
- One product focus where practical
- Cross-team transparency
- Feature-team autonomy
- Inspect-and-adapt behaviour
Change
- Prepare early work through delegates
- Use explicit Work Item contracts and seams
- Separate Readiness from Execution
- Record challenges and contract changes
Travellers and other collaboration patterns remain organisational choices. MoRE requires explicit ownership and boundaries, not a prescribed staffing model.
Look for observable improvement.
- Ready Work Items make sense without private meeting context.
- Planning verifies priority, estimates, and ownership instead of discovering basic scope.
- Producing and consuming teams understand each shared seam.
- Challenges happen earlier and material changes are realigned.
- Delegate tenure is reviewed without creating permanent authority.
- Meeting attendance falls without increasing surprises.
Scale through clearer boundaries, not larger meetings.
A coordination group should serve one coherent product or value stream and remain small enough to model work meaningfully. Work Items move independently; one or more explicit owners choose how to collaborate.
Before adding another permanent participant, ask whether a written contract or a small, temporary alignment can carry the dependency.
Treat shared capabilities as contract providers.
- Name producing and consuming teams instead of assigning work to “all teams.”
- Include platform delegates when a Candidate changes a shared contract.
- Separate internal implementation from consumer-facing behaviour.
- Make compatibility, migration, rollout, and observability explicit.
- Connect product groups through contracts rather than permanent joint refinement.
Split when composition is clearer than conversation.
Warning signals
- Most items affect only a subset of participants.
- Delegates mostly listen or repeat context elsewhere.
- One PO cannot clarify intent and review Results promptly.
- Teams cannot tell which group owns a decision.
After the split
- Name the shared boundary.
- Identify producers and consumers.
- Publish contract decisions to both groups.
- Use temporary delegates for boundary changes.
No process fixes missing authority or discipline.
MoRE struggles when product decisions are unavailable, architecture makes every boundary unstable, written records are neglected, or delegates become unchallengeable gatekeepers. Address those conditions before adding another coordination layer.