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Scrum im Großen und Ganzen

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Kurzeinführung in LeSS

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Scrum im Großen und Ganzen

  1. 1. Text Scrum im Großen und Ganzen Markus Gärtner @mgaertne it-agile GmbH @itagile CONTINUOUS IMPROVEMENT COACHING GO SEE LEAN THINKING SYSTEMS THINKING PRINCIPLES FEATURE TEAMS TEAMS STRUCTURE ORGANIZATION TECHNICAL EXCELLENCE CONTINUOUS INTEGRATION ARCHITECTURE & DESIGN ROLE OF MANAGERS PRODUCT OWNER TEAM LESS HUGE ADOPTION REQUIREMENT AREAS MANAGEMENT COMMUNITIES SPRINT REVIEW RETROSPECTIVE OVERALL RETROSPECTIVE SPRINT PLANNING 1 WHY LeSS FRAMEWORK? PREVIOUS SPRINT NEXT SPRINT PRODUCT BACKLOG PRODUCT OWNER SPRINT BACKLOG SCRUMMASTER & FEATURE TEAM PRODUCT BACKLOG REFINEMENT DAILY SCRUM COORDINATION POTENTIALLY SHIPPABLE PRODUCT INCREMENT SPRINT PLANNING 2
  2. 2. The earliest large-scale software- intensive product development was the Semi-Automatic Ground Environment (SAGE) system. Created in the 1950s, it involved hundreds of people. What did a senior manager think of the development strategy?…
  3. 3. One of the directors of SAGE was discussing why the programming had gotten out of hand. He was then asked, “If you had it to do all over again, what would you do differently?” His answer was to “find the ten best people and write the entire thing themselves.” [Horowitz74]
  4. 4. Chet Hendrickson during Agile 2015: “I believe that in every 100 person project there is a 10 person project trying to get out.”
  5. 5. After many years working in large, multisite, & offshore development, our key advice? Large: don’t multisite: don’t offshore: don’t OK, you’re still gonna do it, so…
  6. 6. LeSS in a nutshell 600 Experiemente 50 Guides 3 Seiten Regeln 10 Prinzipien -> http://less.works CONTINUOUS IMPROVEMENT COACHING GO SEE LEAN THINKING SYSTEMS THINKING PRINCIPLES FEATURE TEAMS TEAMS STRUCTURE ORGANIZATION TECHNICAL EXCELLENCE CONTINUOUS INTEGRATION ARCHITECTURE & DESIGN ROLE OF MANAGERS PRODUCT OWNER TEAM LESS HUGE ADOPTION REQUIREMENT AREAS MANAGEMENT COMMUNITIES SPRINT REVIEW RETROSPECTIVE OVERALL RETROSPECTIVE SPRINT PLANNING 1 WHY LeSS FRAMEWORK? PREVIOUS SPRINT NEXT SPRINT PRODUCT BACKLOG PRODUCT OWNER SPRINT BACKLOG SCRUMMASTER & FEATURE TEAM PRODUCT BACKLOG REFINEMENT DAILY SCRUM COORDINATION POTENTIALLY SHIPPABLE PRODUCT INCREMENT SPRINT PLANNING 2
  7. 7. Case Studies u.a. von Nokia Networks bwin.party JP Morgan Chase Agfa Healthcare Ericsson http://less.works/case-studies
  8. 8. Feature Teams vs. Komponenten Teams
  9. 9. Self-designing Teams
  10. 10. Feature Team Adoption Map
  11. 11. Koordination
  12. 12. Communities of Practice
  13. 13. Impediment Removal
  14. 14. SPRINT REVIEW RETROSPECTIVE OVERALL RETROSPECTIVE SPRINT PLANNING 1 WHY LeSS FRAMEWORK? PREVIOUS SPRINT NEXT SPRINT PRODUCT BACKLOG PRODUCT OWNER SPRINT BACKLOG SCRUMMASTER & FEATURE TEAM PRODUCT BACKLOG REFINEMENT DAILY SCRUM COORDINATION POTENTIALLY SHIPPABLE PRODUCT INCREMENT SPRINT PLANNING 2
  15. 15. Requirement Areas business-fokussierte Anforderungsbereiche 4-8 Teams Area Product Owner basic LeSS-Organization pro Requirement Area
  16. 16. Text QUEUEING THEORY SYSTEMS THINKING LEAN THINKING CONTINUOUS IMPROVEMENT TOWARDS PERFECTION EMPIRICAL PROCESS CONTROL LARGE-‐SCALE SCRUM IS SCRUM WHOLE PRODUCT FOCUS CUSTOMER CENTRIC MORE WITH LESS TRANSPARENCY Prinzipien
  17. 17. Scaling Scrum starts with understanding and being able to adopt standard real one-team Scrum. Large-scale Scrum requires examining the purpose of single- team Scrum elements and figuring out how to reach the same purpose while staying within the constraints of the standard Scrum rules. — Craig Larman, Bas Vodde
  18. 18. Lesenswertes http://less.works http://featureteams.org 15.-17. März 2016 Certified LeSS Practitioner mit Bas Vodde http://www.it-agile.de/schulungen/certified-less- practitioner-principles-to-practices/

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