Project managers divide the product and project into parts and set milestones for the project schedule. All feature teams go through a complete cycle of development. Throughout, feature teams synchronize their work by building the product and finding and fixing errors daily or weekly. They are generally free to set their own schedules within certain predetermined time frames. The second strategy brings some discipline to the process without dictating every developer's schedule.
People are free to work in parallel yet function as one large team.
Limit the size and scope of projects by setting clear boundaries on what each project will accomplish and organizing around product units that define how many people work on the project and how much time they spend. Break products down into features and functions and organize them into components that more than one product can use. Establish small multifunctional groups and give each team and individual autonomy and responsibility. To ensure good communication, blur divisions so people share responsibilities, have only one site for major development efforts, use a common development language, and maintain a loosely organized structure. Allow for flexibility so specs and details can evolve along with the project and build buffer time into the schedule to accommodate unforeseen changes and exploration of alternative practices and tools.