less is scrum - naveen s @ cmbagilecon 2016

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Naveen Kumar SinghCertified LeSS Practitioner

[email protected] +91-9810547500 @naveenhome naveen75home

LeSS (Large-Scale Scrum) is Scrum


Organization Structure

PROJECTMANAGERS

BUILD&RELEASE

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What problem to solve?

43 people

Multiple project team

Different Skills

Different goal

Complex coordination

Legacy codeMany

managers

Handoff


What was problem?

Cost of Production was very high Single codebase but multiple integration points

Lots of dependencies between team

Many managers/leads to deal with dependencies

Many product managers for same product from different region

Difficult to prioritize PBIs

Cycle time was 6 weeks Small fake products

Separate testing team


Expectations

Respond faster to business

Reduce production cost

Reduce deployment time

Avoid production issues


LeSS (Large-Scale Scrum) - Overall


LeSS (Large-Scale Scrum) - Scrum


We have reached here

Maximizing Value


Brainstorming

How to build autonomous team and still align to overall product?

What is product?

Is our team is customer-centric feature team?

How people management role mapped with feature team?

Are we lean enough?


What is LeSS Principles?


Rules to Play Scrum

Avoid Queue – Minimize queue by limiting WIP, minimize overproduction and avoid blocking bandwidth

Avoid hand-off

Quality supposed to be built-in not inspected

Avoid unwanted meetings like Scrum of Scrums (SoS) or calibration

Don’t change team dynamics

Create automated acceptance tests for all features

Continuously refactor the code so it is of high quality

Immediately fix broken code


What is LeSS (Large-Scale Scrum)

Large-Scale Scrum is Scrum and it is not new or improved scrum as stated by CraigLarman and Bas Vodde.

LeSS is also not a framework to apply at team level instead it is scrum scaled on all thelevels.

Large-scale Scrum, like regular Scrum, is a framework for development in which thedetails need to be filled in by the teams and evolved iteration by iteration, team byteam. It reflects the lean thinking pillar of continuous improvement. It is a collection ofsuggestions for inspecting and adapting the product and process when there are manyteams—at least two teams and up to groups of 500 or 1000 people.

Read here - http://less.works/less/principles/large_scale_scrum_is_scrum.html

http://less.works/less/principles/lean_thinking.html

http://less.works/less/principles/continuous-improvement-towards-perfection.html

http://less.works/less/principles/large_scale_scrum_is_scrum.html



Large-Scale Scrum is Scrum – LeSS doesn’t introduce any new role till 8 teams. LeSS is asimple framework that exposes organization problems just like Scrum. Beyond 8 teamonly role that get introduced is APO (Area Product Owner).

Empirical Process Control – Inspection and Adaption of the product, processes,organizational design, and practices to craft a situational appropriate organizationbased on Scrum, rather than following a detailed formula.

Transparency – Based on tangible “done” items, short cycles, working together,common definitions, and driving out fear at workplace.

More with LeSS – 1. in empirical process control: more learning with less definedprocesses. 2. In lean thinking: more value with less waste and overhead. 3. In scaling:less roles, artifacts and special groups.

Whole-product focus – One product backlog, one product owner, one productincrement, one sprint regardless of number of team.



Customer-Centric – Identify values and waste in the eye of paying customer. Reduce thecycle time from their prospective. Increase feedback loops with the real customer.

Continuous Improvement towards Perfection – Do I need to tell you? This is all aboutScrum I believe.

System Thinking – See, understand, and optimize the whole system and use causal-loopmodelling to explore system dynamics. Avoid local optimization.

Lean Thinking – Create an organizational system whose foundation is managers-asteachers who apply and teach system thinking and lean thinking, manage to improve,and who practice go see at gemba. Add the two pillars of respect for people andcontinuous improvement. All towards to the goal of perfection.

Queuing Theory – One product backlog, one product owner, one product increment,one sprint regardless of number of team.


Causal-loop modelling


Common Waste - Software Development

Waiting

Delay

Handoff

Partial done work

Task switching

Defects

Under-realize people's potential

Knowledge Scatter

Wishful thinking

Many more…..


Impact Mapping

What is this?


Self-Management – Types of teams


Agile Manifesto

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value

Individuals and Interactions Processes and Toolsover

Working Product Comprehensive Documentationover

Customer Collaboration Contract Negotiationover

Responding to Change Following a Planover

That is, while there is value in the items on the right, we value the items on the left more


Agile Principles

I. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

II. Welcome changing requirements, even late in development. Agile processes harness change for the customer'scompetitive advantage

III. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to theshorter timescale

IV. Business people and developers must work together daily throughout the project.

V. Build projects around motivated individuals. Give them the environment and support they need, and trust them toget the job done.

VI. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

VII. Working software is the primary measure of progress.

VIII. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintaina constant pace indefinitely.

IX. Continuous attention to technical excellence and good design enhances agility.

X. Simplicity--the art of maximizing the amount of work not done--is essential.

XI. The best architectures, requirements, and designs emerge from self-organizing teams.

XII. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviouraccordingly.

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