Agile methods and especially Scrum look very simple in a small product with a single team. As soon as several teams work on one product, the work has to be split up somehow. The obvious, because well-known, approach is to break down the product more or less logically and meaningfully into components and to assign component teams to them. From the customer’s point of view, however, these components are completely irrelevant. At best, the customer doesn’t realize them. In most cases, however, he does, because there usually several component boundaries have to be crossed to realize customer’s benefits and the product’s necessary functions. This results in handovers and coordination between teams that interrupt the flow. From the customer’s point of view, it would be much more desirable if the new feature was implemented by a single so-called feature team, no matter which components are affected.