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Welcome to the
LARGE-SCALE Scrum
simulation with lego
Alexey krivitsky
Mediocre developer
Bulldozing scrum master
Kicking ass agile coach
Certified scrum trainer
Fat ski rider
...
I’ve done this before… It kinda works
I’ve done this before… It kinda works
I’ve done this before… It kinda works
I’ve done this before… It kinda works
Challenges of scaling
There are two key approaches to dealing
with the scaling challenges:
1. Managing the complexity
Here we usually end up add...
There are two key approaches to dealing
with the scaling challenges:
2. Minimizing the complexity
Here we are working hard...
Component teams not owning the whole stack
TECHNICAL PLATFORM / ENGINE
CONSUMER PRODUCTS
Customer-facing teams with end-to-end responsibilities.
Easier to plan, build and ship quality software
TECHNICAL PLATFORM...
one product split into many sub-domains
root of local optimizations
whole product focus.
Easier to maintain bigger picture
and optimize the whole.
More with less
Less management
Less focus on processes
Less standardization
Less hierarchies
Less complexity
Less inward f...
The “Less Framework”
3-7 teams
Large-scale scrum is Scrum
One product Owner (for whole product)
Single Product Backlog (for whole product)
Single Sprint ...
The “Less Huge Framework”
8-108 teams
Enough theory.
So let’s get our hands dirty!
Real business simulation
Business model – ground passenger transportation.
Your goal – build a profitable business.
You ar...
What do we know about our customers?
Our potential customers are interested in
traveling among the capitals of Europe.
The...
Market Demands
Market is ready to pay these amounts monthly for
trips:
Kiev <-> Barcelona 25’000’000
Paris <-> London 20’0...
Architectural Constraints
Each city needs to be recognizable.
Distance between cities need to be relatively right.
Buildin...
Material Pricelist
LEGO sets for buses: 10’000’000
LEGO sets for buildings: 2’000’000
One flipchart sheet for terrain: 1’0...
“Culture follows structure”
new
Structure
introduced
existing
culture
New
culture
New
Behaviors
emerge
New
Habits
stick
La...
“Your Structure is Your Strategy”
less.works/case-studies/ericson.html	
“Culture Follows Structure”
Culture of Self-Organization
1.  High Alignment
leader: “our goal is …”
2.  Clear Constraints
leader: “Here are some bound...
(1) Getting Ready
Shaping the org structure
•  Product
•  Product Owner
•  Area Product Owners
•  Teams
•  Scrum Masters
•...
LeSS Principle: LEAN THINKING
eliminate waste!
What are the top activities managers are
kept busy with in traditional orga...
free your project managers!
1.  Teams are the minimal building blocks
of an organization
No external resource mgmt needed....
For our less huge adoption
We’ll need a Product Owner team
1 x PO
5 x Area Pos
The PO gets the investment
And they need to...
16 Shades of Self-management
Setting overall direction
Designing teams and its
org context
Monitoring and
managing work pr...
Who
assigns
scrum masters
to teams?
Team self design workshop
1.  The skillset
2.  5-7 people per team
3.  Team members like each other to the extend
that the...
What do you do with
free managers?
Fire? RE-Hire? Admire?
Re-hire project managers
1.  As Area Product Owners (good skillset)
2.  As general managers (yes, we need them)
3.  As tea...
(2) Getting Ready
forming product groups
1.  Product Owner pitches the vision to
everyone
2.  Each Area Product Owner sele...
(3) Getting Ready
product groups prepare their space
1.  Each Area Product Owner and her teams
select a war space (enough ...
(4) Getting Ready
Initial product backlog refinement
1.  The Teams and their Area Product Owner
brainstorm 10 ideas for th...
(5) Getting Ready
sprint planning
1.  Sprint will last 8 minutes
2.  Area Product Owners get cash from the Product
Owner
3...
SPRINTING
1.  Sprint starts now!
2.  Overall Sprint Review is in 8 minutes.
Eight minutes
Inspect and adapt
1.  Sprint Review for whole product
2.  Sprint Retrospectives:
•  In each team separately
•  In each are...
#lego4scrum with Large-Scale Scrum (LeSS)
#lego4scrum with Large-Scale Scrum (LeSS)
#lego4scrum with Large-Scale Scrum (LeSS)
#lego4scrum with Large-Scale Scrum (LeSS)
#lego4scrum with Large-Scale Scrum (LeSS)
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#lego4scrum with Large-Scale Scrum (LeSS)

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Business simulation at Agile Riga Day 2017

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#lego4scrum with Large-Scale Scrum (LeSS)

  1. 1. Welcome to the LARGE-SCALE Scrum simulation with lego
  2. 2. Alexey krivitsky Mediocre developer Bulldozing scrum master Kicking ass agile coach Certified scrum trainer Fat ski rider Lame bass guitarist Mostly known in agile community for #lego4scrum. Alexey Krivitsky agiletrainings.eu/blog krivitsky.com/блог
  3. 3. I’ve done this before… It kinda works
  4. 4. I’ve done this before… It kinda works
  5. 5. I’ve done this before… It kinda works
  6. 6. I’ve done this before… It kinda works
  7. 7. Challenges of scaling
  8. 8. There are two key approaches to dealing with the scaling challenges: 1. Managing the complexity Here we usually end up adding new roles, rules, processes – and this creates more complexity.
  9. 9. There are two key approaches to dealing with the scaling challenges: 2. Minimizing the complexity Here we are working hard to understand where the complexity is coming from – and minimizing it.
  10. 10. Component teams not owning the whole stack TECHNICAL PLATFORM / ENGINE CONSUMER PRODUCTS
  11. 11. Customer-facing teams with end-to-end responsibilities. Easier to plan, build and ship quality software TECHNICAL PLATFORM / ENGINE CONSUMER PRODUCTS
  12. 12. one product split into many sub-domains root of local optimizations
  13. 13. whole product focus. Easier to maintain bigger picture and optimize the whole.
  14. 14. More with less Less management Less focus on processes Less standardization Less hierarchies Less complexity Less inward focus More customer focus More product focus More empowered teams More global optimization More transparency More learning
  15. 15. The “Less Framework” 3-7 teams
  16. 16. Large-scale scrum is Scrum One product Owner (for whole product) Single Product Backlog (for whole product) Single Sprint (for all teams) Single Product Increment (from all teams)
  17. 17. The “Less Huge Framework” 8-108 teams
  18. 18. Enough theory. So let’s get our hands dirty!
  19. 19. Real business simulation Business model – ground passenger transportation. Your goal – build a profitable business. You are building cities with a transportation network. Clients are willing to pay for intercity tours. You are getting 60 million of initial investment. Your expenses are on the materials.
  20. 20. What do we know about our customers? Our potential customers are interested in traveling among the capitals of Europe. They are willing to pay for bus rides among the cities. They are attracted by sightseeing sites.
  21. 21. Market Demands Market is ready to pay these amounts monthly for trips: Kiev <-> Barcelona 25’000’000 Paris <-> London 20’000’000 Kiev <-> Berlin 15’000’000 Rome <-> Barcelona 12’000’000 Rome <-> Paris 10’000’000 Paris <-> Kiev 8’000’000 Rome <-> Berlin 8’000’000 Amsterdam <-> Paris 5’000’000 Amsterdam <-> London 3’000’000 Amsterdam <-> Berlin 3’000’000 Amsterdam <-> Rome 2’000’000 Amsterdam <-> Barcelona 2’000’000 Every sightseeing gives an additional 3’000’000
  22. 22. Architectural Constraints Each city needs to be recognizable. Distance between cities need to be relatively right. Buildings need to at least 80% of LEGO. You’re using duct tape for roads. And flipchart paper for city ground.
  23. 23. Material Pricelist LEGO sets for buses: 10’000’000 LEGO sets for buildings: 2’000’000 One flipchart sheet for terrain: 1’000’000 One meter duct tape for roads: 1’000’000
  24. 24. “Culture follows structure” new Structure introduced existing culture New culture New Behaviors emerge New Habits stick LaRman's law
  25. 25. “Your Structure is Your Strategy”
  26. 26. less.works/case-studies/ericson.html “Culture Follows Structure”
  27. 27. Culture of Self-Organization 1.  High Alignment leader: “our goal is …” 2.  Clear Constraints leader: “Here are some boundaries to follow …” 3.  High Autonomy leader: “go and figure out hoW!”
  28. 28. (1) Getting Ready Shaping the org structure •  Product •  Product Owner •  Area Product Owners •  Teams •  Scrum Masters •  Project Managers???
  29. 29. LeSS Principle: LEAN THINKING eliminate waste! What are the top activities managers are kept busy with in traditional organizations? 1.  Managing of resources 2.  Managing of dependencies 3.  Managing other managers
  30. 30. free your project managers! 1.  Teams are the minimal building blocks of an organization No external resource mgmt needed. 2.  Teams are cross-functional with minimal outbound dependencies who learn to coordinate with others when needed No external dependency mgmt needed.
  31. 31. For our less huge adoption We’ll need a Product Owner team 1 x PO 5 x Area Pos The PO gets the investment And they need to come up with a product strategy.
  32. 32. 16 Shades of Self-management Setting overall direction Designing teams and its org context Monitoring and managing work process and progress Executing team task “Leading Teams” book by Richard Hackman Most Scrum teams Cool LeSS adoptions Is there life of Mars?Pre-agile
  33. 33. Who assigns scrum masters to teams?
  34. 34. Team self design workshop 1.  The skillset 2.  5-7 people per team 3.  Team members like each other to the extend that they can work together for about two hours 4.  Each team has all necessary skills
  35. 35. What do you do with free managers? Fire? RE-Hire? Admire?
  36. 36. Re-hire project managers 1.  As Area Product Owners (good skillset) 2.  As general managers (yes, we need them) 3.  As team members (now go and do good!) 4.  As ScrumMasters (nah…)
  37. 37. (2) Getting Ready forming product groups 1.  Product Owner pitches the vision to everyone 2.  Each Area Product Owner selects teams
  38. 38. (3) Getting Ready product groups prepare their space 1.  Each Area Product Owner and her teams select a war space (enough wall and floor space) 2.  They are getting ready to run their Initial Product Backlog Refinement session (in parallel to the others)
  39. 39. (4) Getting Ready Initial product backlog refinement 1.  The Teams and their Area Product Owner brainstorm 10 ideas for their Area Product Backlog 2.  Write on post-its 3.  Then they detail top 3-5 items Four minutes
  40. 40. (5) Getting Ready sprint planning 1.  Sprint will last 8 minutes 2.  Area Product Owners get cash from the Product Owner 3.  Each team builds a Sprint Plan pulling items for the Area Product Backlog 4.  If you need to coordinate with another team – just talk! Four minutes
  41. 41. SPRINTING 1.  Sprint starts now! 2.  Overall Sprint Review is in 8 minutes. Eight minutes
  42. 42. Inspect and adapt 1.  Sprint Review for whole product 2.  Sprint Retrospectives: •  In each team separately •  In each area with all teams and APO

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