3. Agenda
3
• The origin of story
• Challenges
• Self-designing team workshop
• Large Scale Scrum (LeSS) adoption
• 5 experiments in our process
How
Why
What
4. Agenda
4
• The origin of story
• Challenges
• Self-designing team workshop
• Large Scale Scrum (LeSS) adoption
• 5 experiments in our process
How
Why
What
7. Background
7
Product Team Process
• 40+ people
• 1 PO team (PO, planners and
designers)
• 3 Dev teams (developers and
testers)
• Multiple product backlogs
• Six-week Sprint
• Small-waterfall (analysis,
development and testing phases)
• Team lead dispatched tasks
11. Challenges
11
Trust
Stakeholder’s requests take longer to deliver, so
we lost their trust
Priority
Every item is top priority and priorities change
frequently
Complexity
As more members join, it increases the complexity
of communication and cooperation
Adaptation
Long duration of a Sprint slows down responding
to change
12. Goals
12
Increase customer value
One product backlog to determine
priorities
Form feature team
A cross-functional, co-located, long-
lived team. Each team can select
any item from backlog
Reduce waste and lead time
Reduce handoffs and dependencies
Reduce social conflicts
Let teams reform themselves
13. Agenda
13
• The origin of story
• Challenges
• Self-designing team workshop
• Large Scale Scrum (LeSS) adoption
• 5 experiments in our process
How
Why
What
14. Agenda
14
• The origin of story
• Challenges
• Self-designing team workshop
• Large Scale Scrum (LeSS) adoption
• 5 experiments in our process
How
Why
What
19. Voting for Scrum Master
• Teams vote for their SM
• One SM serves two teams
19
20. PO Team
Scrum Scrum Scrum Scrum
20
FE
BE
QA
Lead
Lead
Lead
SM SM
Planner
Designer
PO
Lead
UXUI
TE/AE
21. Agenda
21
• The origin of story
• Challenges
• Self-designing team workshop
• Large Scale Scrum (LeSS) adoption
• 5 experiments in our process
How
Why
What
25. Cross-team Coordination
25
Align the development pace
Synchronized time box, Sprint Planning,
Daily Scrum, Sprint Review, Sprint
Retrospective.
Hold overall retrospective
Discuss cross-team issues and create
improvement experiments.
Demo together
Developers do demonstrations for
business, product teams and stakeholders.
Send scouts to other teams
The scout observes others and reports back
to his team. Usually, the best time and place
is the Daily Scrum of other teams.
30. Whole Product Focus
30
A Project B Project C Project D Project
Project
Agile A1 A2
B1 B2
C1 C2
D1 D2 C3 D3
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Focus on High-Value Work
32. Source: Yi Lv, 2020, Number of backlogs and multi-learning 32
#backlogs
e2e
cycle time
Specialization
+
Local
identity
+
#parts for
integration
+
Integration
time
+
+
+
+
Rework
time
+ +
+
+
Efficiency
+
Level of
collaboration
– –
Touch time
–
Level of
synchronization
–
Rework
–
Waiting
time
–
Efficiency
goal
Efficiency
gap
+
+
–
B1
R1
R2
–
R3
Knowledge
breath
–
33. Agenda
33
• The origin of story
• Challenges
• Self-designing team workshop
• Large Scale Scrum (LeSS) adoption
• 5 experiments in our process
How
Why
What
34. Source: Photo by PHC Software on Unsplash 34
One Open Space
vs.
Separate Rooms
Experiment #1
36. Meeting in separate rooms
36
Planner
Planner
Planner
Planner
SM
Planner SM
Planner
Room 1
Room 2
Room 3
Room 4
Scrum 1
Scrum 2
Scrum 3
Scrum 4
37. Source: Photo by Iva Rajović on Unsplash 37
How does the team
select stories?
Experiment #2
38. Sprint Backlog: Select by priorities and the same epics
38
One Product
Backlog
Team 1
Sprint Backlog
Team 2
Sprint Backlog
Team 3
Sprint Backlog
Team 4
Sprint Backlog
39. Source: Photo by Ante Hamersmit on Unsplash 39
How do we deal with
online issues?
Experiment #3
40. Scrum
Form a maintenance team
• Each team takes turns in the maintenance work for
certain period.
• When it’s a team’s turn, half people do maintenance,
and other half people do development.
• This practice help developers broaden the knowledge
and focus on the whole product.
40
Maintenance
Development
41. Source: Photo by LinkedIn Sales Solutions on Unsplash 41
One day, the PO told everyone that
it’s time to build the next generation
of product.
But, how so many teams develop
at the same time?
Experiment #4
42. Have a leading team and add new teams in area
42
Sprints
Team #2 joins PBR
to learn new area
Team #3
joins area
Team #2
joins area
Start new team
in area
Team #3 joins PBR
to learn new area
43. Source: Photo by Tim Mossholder on Unsplash 43
Do we really need full-time
Scrum Masters?
Experiment #5
45. 45
Half-time SM Full-time SM
• Serve one team
• Take SM and developer role
• Focus on team
• Involve himself in the team
• Switch roles frequently
• Serve two team
• Take Agile Coach role and
support other SMs
• Focus on team, PO and
organization
• Stay neutral and unbiased
47. 47
How
Why
What
• Increase customer value
• Reduce waste and lead time
• Form feature team
• Reduce social conflicts
Leading
Team
Meeting
Room
Select
Stories
Online
Issues
Full-time
SM
Challenges with Scale
Self-designing team workshop