“Scaling with LeSS” by Kārlis Cinis from Tieto Latvia at Large Scale Agile focused 59th DevClub.lv
- 1. Public Scaling with LeSS Kārlis Cinis Scrum Master Tieto, Product Development Unit karlis.cinis@tieto.com
- 2. © Tieto Corporation Public Contents • Natural growth • LeSS • Learnings from implementation 2
- 4. © Tieto Corporation Public 4 CEO Dev Business volume keeps growing. How to increase speed?
- 5. © Tieto Corporation Public 5 CEO Dev Test Business volume keeps growing. We lack programmers to code new features.
- 6. © Tieto Corporation Public 6 CEO Dev Test Dev Components are agreed. Business volume keeps growing. Testers become overwhelmed with amount of work.
- 7. © Tieto Corporation Public 7 CEO Dev Test Dev Business volume keeps growing.
- 8. © Tieto Corporation Public 8 CEO D Test D D D Components are agreed. Business volume keeps growing. Testers specialize to test faster – front end and back end.
- 9. © Tieto Corporation Public 9 CEO D T D D D T D D D D Components are agreed. But we need to check all components together.
- 10. © Tieto Corporation Public 10 CEO D T D D D T I D D D D What if new features brake functionality from earlier sprints?
- 11. © Tieto Corporation Public 11 CEO D T D D D T I RT D D D D CEO cannot handle such ammount of feature requests.
- 12. © Tieto Corporation Public 12 CEO D T D D D T I RT BA D D D D But who will decompose requirements to components?
- 13. © Tieto Corporation Public 13 CEO D T D D D T I RT BA A D D D D This is complex. We need coordinetaion, deadlines, control...
- 14. © Tieto Corporation Public 14 CEO D T D D D T I RT BA A PM PM D D D D Who will take care of motivation and development of teams?
- 15. © Tieto Corporation Public 15 CEO D T D D D T I RT BA A PM PM D D D D Oops... We have next release with different emphasis.
- 16. © Tieto Corporation Public 16 CEO D T D D D T I RT BA A PM PM D D D D Oops... Next release again has different emphasis.
- 17. © Tieto Corporation Public 17 CEO D T D D D T I RT BA A PM PM D D D D Oops... Again, next release has different emphasis.
- 18. © Tieto Corporation Public 18 CEO D T D D D T I RT BA A PM PM D D D D How have we become so slow and expensive?
- 19. © Tieto Corporation Public Component team model • Big organizations don’t have just 8 components – more like 500 • This model is • It is characterized by: • not optimized for value, but for busyness. • Many or most working on no value adding items (extreme inefficiency) • Lot of queues and bottlenecks (slow) • Local optimization • Nobody sees the whole, the big picture • It is important to understand that Scrum is not possible for component team. That would be fake Scrum – without addressing main issues. 19
- 20. © Tieto Corporation Public Feature team model • Feature team model removes such groups, because teams are cross-functional, cross-component • Therefore basic requirement of Scrum and LeSS is feature teams. • To implement LeSS in component model organisation you have to change structure. 20
- 21. Public LeSS
- 23. © Tieto Corporation Public 23 Rules – LeSS Huge
- 25. © Tieto Corporation Public What could be improved? • Everybody does everything • Communicate not only what, but also why • Implementing fast is possible, but I wouldn’t suggest it (lose people and speed) • Extreme team mixing is not the best approach 25
- 26. © Tieto Corporation Public What was good? • Migrated to LeSS (good start) • Transparency • Reduced bureaucracy • Focus on most important things • Learning new functionalities, prog. languages and disciplines • Teamwork increased • Started to get stories and not requirements 26
- 27. Public Kārlis Cinis Scrum Master Tieto, Product Development Unit karlis.cinis@tieto.com