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LeSS – Large Scale Scrum
15 min Intro to LeSS on 12th August 2015
“There is no question that the cost of production is lowered by separating the work of planning and the brain work as much as possible from the manual labor“
Frederick Taylor
Why all this?
Roles
Team-based Organizations
Learning humans over “one-skill resources”
Teams over individuals as unit of ‘resourcing’
Give work to creative teams over Creating teams around work
Stable organizations over dynamic matrixed structures
Guidelines
Spec
ialis
atio
n
in te
chno
logy
Specialisation in customer domain
Most Traditional
TeamsProbably more
preferable
Team = Development-Team
Product Owner
Single Team Scrum Large Scale Scrum
PO is the single person responsible for the team working
on items with the highest ROI
PO is the single person responsible for the team working
on items with the highest ROI
PO clarifies PBIs with the teamPO connects team with users /
stakeholders needed for clarification
PO accepts / rejects the work PO typically accepts anything that fulfils the DoD
Roles & Backlogs
PO
Product Backlog
Item 1Item 2Item 3 Item 4Item 5Item 6Item 7Item 8Item 9
…
Sprint Backlog 1
Item 1Item 3Item 5 Item 8
Team 1
Sprint Backlog 2
Item 1Item 2Item 3 Item 4Item 5Team 2
Sprint Backlog 3
Item 1Item 2Item 3 Item 4Item 5Team 3
1 Product Backlog Sprint backlog per team
SM
SM
Up to 8 dev. teams
1 Scrum Master per 1-3 teams
Huge-LeSS
PO
Product Backlog
Item 1Item 2Item 3 Item 4Item 5Item 6Item 7Item 8Item 9
…
Network PO
Monitoring PO
Network Backlog
Item 1Item 2Item 3 Item 4Item 5Item 6Item 7Item 8Item 9
…
Monitoring Backl.
Item 1Item 2Item 3 Item 4Item 5Item 6Item 7Item 8Item 9
…
…Up to 8
feature teams
Five relationships of the PO
PO
Customers
Team
SM
Higher Management
Clarification of PBIs
Events
Events with Representatives
Meeting Planning OneOverall Product
Backlog Refinement
Overall Retrospective
ParticipantsPO + Team
Representatives + SM
PO + Team Representatives +
SM
PO + SM + Team Representatives +
(Managers)
Activities/Focus
- Teams apportion items
- clear open questions - discuss coordination
for upcoming sprint
- Split big items - lightweight analysis for
basic understanding - estimate - identify strongly related
items and apportion items to teams
- issues common to all teams: closeness to customer, CoP, coordination, systematic organisational issues
- Is PO doing well?
Definition of Done
Extending “Done” to cover potentially shippable
Implement Code
Implement Integration Tests
Implement Unit Tests
Today 2 years 5 years 10 years
analysis & design
customer tests
customer doc
performance tests
marketing material
production
Needed to be potentially shippable
Why I like it
1. It’s still a framework, applicable to different contexts
2. Real decision authority becomes possible for the product owner 1. Very important efficiency gain is possible (Pareto rule)
3. Real product quality ownership of the teams 1. Enables real motivation 2. Enables real learning 3. Allows to tap into the cognitive potential of all employees
4. Honesty about feature teams | DoD vs. potentially shippable
Anton Skornyakov Coach for Agile Product
Development
@antonskornyakov [email protected]
www.skornyakov.de
BackUp
Principles
QUEUEING THEORY
SYSTEMSTHINKING
LEANTHINKING
CONTINUOUS IMPROVEMENTTOWARDS PERFECTION
EMPIRICALPROCESS CONTROL
LARGE-‐SCALESCRUM IS SCRUM
WHOLEPRODUCTFOCUS
CUSTOMERCENTRIC
MOREWITH LESS
TRANSPARENCY
Coordination (= Integration)Nr. 1: Just Talk
Communicate in Code- social coding tools: github/gitlab- Have a CI & highly visible build results
Scrum of Scrum - SoS only means of last resort
Communities of PracticeTravelersComponent Guardians (mentors not quality gate keepers)
Leading Team Approach, when needed to sync with externals
Scrum Master
1. Question 2. Educate 3. Facilitate 4. Actively do nothing (observe) 5. Interrupt
DO’s1. Remove impediments (thats
for the team to do) 2. Never suggest one thing (if
you must suggest, suggest a lot of things
DONT’s
Team vs. manager responsibilitysetting overall
direction
designing the team and its
organisational context
Monitoring and managing work and progress
Execute team tasks
Manager-led teams
Self-Managing teams
Self- Designing
team
Self-Governing
teams
Management responsibility
Team’s own responsibility
Changing from manager-lead teams to self-managing teams has huge implications on the role of managers. It means that:
• the team checks whether they are on track (monitor the progress) • the team takes action when not on track (manage the progress) • the team decides how to work (managing the process) • the team resolves team conflict and fixes problems in the team (monitor and manage the process)
