LeSS is Scrum - Naveen S @ CMBAgileCon 2016
- 1. © leanpitch Technologies Private Limited Naveen Kumar Singh Certified LeSS Practitioner naveen.singh@leanpitch.com +91-9810547500 @naveenhome naveen75home LeSS (Large-Scale Scrum) is Scrum
- 2. © leanpitch Technologies Private Limited Organization Structure P R O J E C T M A N A G E R S B U I L D & R E L E A S E
- 3. © leanpitch Technologies Private Limited 3 What problem to solve? 43 people Multiple project team Different Skills Different goal Complex coordination Legacy code Many managers Handoff
- 4. © leanpitch Technologies Private Limited 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
- 5. © leanpitch Technologies Private Limited Expectations Respond faster to business Reduce production cost Reduce deployment time Avoid production issues
- 6. © leanpitch Technologies Private Limited LeSS (Large-Scale Scrum) - Overall
- 7. © leanpitch Technologies Private Limited LeSS (Large-Scale Scrum) - Scrum
- 8. © leanpitch Technologies Private Limited We have reached here Maximizing Value
- 9. © leanpitch Technologies Private Limited 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?
- 10. © leanpitch Technologies Private Limited 10 What is LeSS Principles?
- 11. © leanpitch Technologies Private Limited 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
- 12. © leanpitch Technologies Private Limited 12 What is LeSS (Large-Scale Scrum) Large-Scale Scrum is Scrum and it is not new or improved scrum as stated by Craig Larman and Bas Vodde. LeSS is also not a framework to apply at team level instead it is scrum scaled on all the levels. Large-scale Scrum, like regular Scrum, is a framework for development in which the details need to be filled in by the teams and evolved iteration by iteration, team by team. It reflects the lean thinking pillar of continuous improvement. It is a collection of suggestions for inspecting and adapting the product and process when there are many teams—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
- 13. © leanpitch Technologies Private Limited 13 What is LeSS Principles? Large-Scale Scrum is Scrum – LeSS doesn’t introduce any new role till 8 teams. LeSS is a simple framework that exposes organization problems just like Scrum. Beyond 8 team only 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 organization based 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 defined processes. 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 product increment, one sprint regardless of number of team.
- 14. © leanpitch Technologies Private Limited 14 What is LeSS Principles? Customer-Centric – Identify values and waste in the eye of paying customer. Reduce the cycle time from their prospective. Increase feedback loops with the real customer. Continuous Improvement towards Perfection – Do I need to tell you? This is all about Scrum I believe. System Thinking – See, understand, and optimize the whole system and use causal-loop modelling to explore system dynamics. Avoid local optimization. Lean Thinking – Create an organizational system whose foundation is managers-as teachers 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 and continuous 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.
- 15. © leanpitch Technologies Private Limited 15 Causal-loop modelling
- 16. © leanpitch Technologies Private Limited 16 Common Waste - Software Development Waiting Delay Handoff Partial done work Task switching Defects Under-realize people's potential Knowledge Scatter Wishful thinking Many more…..
- 17. © leanpitch Technologies Private Limited 17 Impact Mapping What is this?
- 18. © leanpitch Technologies Private Limited 18 Self-Management – Types of teams
- 19. © leanpitch Technologies Private Limited 19 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
- 20. © leanpitch Technologies Private Limited 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's competitive advantage III. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter 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 to get 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 maintain a 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 behaviour accordingly. 20
- 21. © leanpitch Technologies Private Limited Building leaner pitches for your efficiency games Contact Us: www.leanpitch.com | curators@leanpitch.com | #309, 4th B Cross, HRBR Layout, III Block Bangalore-560043 | +91-80-41614192 Agile Transformation Services Agile Coaching & Training Collaboration Tool Development Services We also offer Test Driven Development Methods Behavior Driven Development Methods Agile Project Management Using JIRA + GreenHopper Collaboration Tools for Agile Teams Software Configuration Management for Agile Teams using Perforce Certified ScrumMaster Certified Scrum Product Owner Certified Scrum Developer Need a Coach, Call us