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Scrum im Großen und Ganzen

Markus Gärtner
Markus Gärtner
Markus Gärtnerit-agile GmbH

Kurzeinführung in LeSS

Scrum im Großen und Ganzen

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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
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?…
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]
Chet Hendrickson during Agile
2015:
“I believe that in every 100 person
project there is a 10 person project
trying to get out.”
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…
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
Ad

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Scrum im Großen und Ganzen

  • 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. 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. 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. Chet Hendrickson during Agile 2015: “I believe that in every 100 person project there is a 10 person project trying to get out.”
  • 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. 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. Case Studies u.a. von Nokia Networks bwin.party JP Morgan Chase Agfa Healthcare Ericsson http://less.works/case-studies
  • 17. 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
  • 20. Requirement Areas business-fokussierte Anforderungsbereiche 4-8 Teams Area Product Owner basic LeSS-Organization pro Requirement Area
  • 21. 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
  • 22. 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
  • 23. 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/