Less in-action

© GOSEI

LeSS in ActionRan NymanScrum Gathering BLR 5.6.2015

Gosei Oy all rights reserved.

Session

Product development started in 2007

Two teams and management culturesWaterfallAgile

The productHigh capacity GGSN and SAE Gateway

What did we learn about LeSS

2


Who am I

3

Ran NymanWorked with LeSS in 2005

Worked with many large SAFe implementations for several years between 2008 and 2011

MSc in Computer Science

Since in 1995 professional SW development

Starting Development

4


Starting Phase

Two teamsMixing teamsComponent or Feature teams?

No legacy codeHow often can you start from scratch?

First steps Build initial architectureCreate Producut BacklogDecide tooling and development practices

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Setting up Teams

Where to get ScrumMasters?

What do with managers?

Mixing teams a good approach?

6


Deciding Development Practices

Programming Language

Continuous Integration

Automated Acceptance TestingTools Robotframwork.org with Catapult driver

Unit testing

Fast feedback!Even with prototype Hardware is essential

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Initial LeSS with 2 Teams

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LeSS with 2 Teams

Initial Product Backlog Creation

Initial Architecture

Common Sprint Planning 1 & 2

Scrum of Scrum coordination during Sprint

Joint Sprint Review

Team Retrospectives

Overall Sprint Retrospective

9

Gosei Oy all rights reserved. 10

Initial Product Backlog Creation


InitialArchitecture


Common Sprint

Planning 1 and 2

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Initial Team Room


Better Team Rooms

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Common Sprint Review

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Common Sprint Retrospective

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Remarks

Arguments between teams

Do not separate teams in opposite end of building

Common planning and workshops are not enough

Create shared space with teams that create initial architecture

Technical challenges

Planning vs Doing balance was hard to find

Improvements!17


Analysis

Managers as ScrumMaster does not work

18

Growing Phase 1

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Growing Phase 1

Adding 4 more teams to existing siteNon agile backgroundResistance to new ways of Coaching helped

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LeSS with up to 6 Teams

Common Sprint Planning 1 and 2 did not work anymore

Common Product Backlog Refinement did not workSprint Planning 1 and Product Backlog Refinement with Team Representatives

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Less.Works - Ran Nyman

Sprint Planning

TR SMPO

TR TR

TR

TR

TR

TRTR1

2

Time-‐box 2h

Sprint planning PO + Team representatives

Time-‐box 2h

Team

PO

Team

PO + TeamsMore than few teams


Sprint Planning

Team

TR SMPO

TR TR

TR

TR

TR

TRTR1

2

Time-‐box 2h


Time-‐box 2h

Team

PO

Team



Sprint Planning

Team

SM

TR SMPO

TR TR

TR

TR

TR

TRTR1

2

Time-‐box 2h


Time-‐box 2h

Team

PO

Team



Sprint Planning

Team

SM

TR SMPO

TR TR

TR

TR

TR

TRTR1

2

Time-‐box 2h


Time-‐box 2h

Team

PO

Team



Sprint Planning

Team

SM

TR SMPO

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TR

TR

TR

TRTR1

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Time-‐box 2h


Time-‐box 2h

Team

PO

Team



Sprint Planning

Team

SM

TR SMPO

TR TR

TR

TR

TR

TRTR1

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Time-‐box 2h


Time-‐box 2h

Sprint backlog

Team

PO

Team



Sprint Planning

Team

SMSM

TR SMPO

TR TR

TR

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TRTR

Team Team Team

SM

Team Team

1

2

Time-‐box 2h


Time-‐box 2h

Sprint backlog

Team

PO

Team



Product Backlog Refinement

With few teams



With few teams

With many teams



With few teams

With many teams

Refined Items


Introduction of Bug

Tracking System

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Remarks

Growing from 2 to 6 teams was easy

Coaching helps

Do not underestimate resistance

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Growing Phase 2From LeSS to LeSS Huge

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Offsite Teams

Adding offsite subcontractorTrainingVisit to main siteSame rules as for local teamsProduct Owner proxyOffsite technical helpers

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LeSS Huge

Introduced requirement areas

Team working mainly in one requirement area1-2 Teams per area

Area Product Owners?From Product ManagementFeature experts

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LeSS Huge

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LeSS Huge in Action

Common cadence to all teams

Sprint Review to SequentialPO + Feature Experts visiting each team

Product Backlog refinement per Requirement Area

Separate Sprint Review for offsite teamsOffsite Proxy Product Owner key person

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Moving to LeSS Huge


Moving to LeSS Huge

Adds:Requirement Areas

Area Product OwnerArea Product Backlog


Moving to LeSS Huge

Adds:Requirement Areas

Area Product OwnerArea Product Backlog


Observations

Overall RetrospectiveHow to get improvements done and keep people motivated

What do with project mangers?

Performance testing?

33


Analysis

Impediment service

Training

Managers as development team worked fabulously

Requirement Areas too Small -> No Area Product Owners

Real Area Product Owners not Feature ExpertsFeedback and motivation for teams

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Keeping Things on Track

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Continuous Integration

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Tooling

37


Tracking Progress

38


Better View on Status

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Conclusions

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Achievement

Capability to release in 2 week cadence

Fast reaction to changing requirements from customer

“As a result of our Agility in developing products, we have been able to demonstrate the product capabilities at an early stage of the development cycle itself, helping us to win new customers cases.”

Head of Business-line

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Employee Feedback

42

We would have not succeeded without LeSS

This is the only way of building products. We do not want to go back to sequential development.

More collaboration, freedom, discussions, impacts on productSeeing the results with fast feedback

ChallengesHow to keep architecture in good shapeSeeing the whole difficult


Conclusions

LeSS was only viable option

We focused too much on developing product

Focus on process is important also

Coaching is not enoughOffer training

Involve higher managementHaving support only from product group is not enoughSustainable agile organization needs changes in organizational structure

Customer visit!

Moving from LeSS to LeSS Huge needs effort

43


Key Insight about Teams

44

Questions

Upcoming LeSS Trainings in India:http://bit.ly/LeSS-BLR

http://bit.ly/LeSS-PUNE

More with LeSS: http://less.works

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http://bit.ly/LeSS-BLR

http://bit.ly/LeSS-BLR



Thank You

46

Leadership & Management

Less in-action