This document discusses the LeSS (Large Scale Scrum) framework for scaling agile teams. It provides an overview of Kalpak Chavan and his experience before summarizing some key benefits and principles of the LeSS framework. Specifically, it notes that LeSS is well-suited for product-based software development. It allows for lower implementation costs by building on existing Scrum practices and requires fewer additional roles. LeSS also facilitates continuous improvement through frequent retrospectives and other agile meetings.

1. LeSSTalks –
MoreAction
withAgile
By KalpakChavan
27.03.2022

2. About Kalpak
Chavan
 12+ years of industry experience, majorly into Banking and
Financial Services.Currently employed as AVP – Agility Lead for
Agile Delivery andTransformation at JP MorganChase; previously
worked with BNP Paribas,Accenture, Collabera Inc. HDFC Bank.
 Certified LeSS Practitioner (CLP), Professional Scrum Master
(PSM II), Professional ProductOwner (PSPO I), ICS Business
Analysis Certified, Certified Dale Carnegie Fellow
 MBA (PGDM – Marketing) and B.E. (InformationTechnology)

3. Why LeSS
Framework?

4. Benefits of
choosing LeSS
Framework for
ScalingScrum
teams
 LeSS or Large Scale Scrum is most suited for Product based
Software Development process
 Lower cost of implementation by implementing practices that
teams already use in Scrum
 Fewer people needed for the delivery of a Product. LeSS does not
exponentially add more roles and overhead
 Continuous improvement is enabled through frequent
retrospectives and other meetings that are fundamental
processes from the Agile Manifesto
 It provides an entire product view within the area of focus (area
product or requirement area and area product owners)

5. LeSS – 10 Principles

6. LeSS – 10
Engineering and
Design Practices

7. Using
Queueing
Theory
 LeSS is a scaled agile framework that explicitly accepts all the
implications of queueing theory and advocates it to guide your
improvement decisions.
 That means eliminating queues, not just managing them through
managingWork in Progress (WIP) levels.

8. Planning &
Budgeting
 LeSS sticks with the Scrum per-sprint planning cycles. There are
no overarching planning cycles or events.
 LeSS’ whole product focus and emphasis on stable long-lived
Feature Teams, means a product-oriented approach is a natural fit
for planning and budgeting. The cost per year follows from the
number and size of Feature Teams and the size of the Product
Owner team.

9. Coordination
or
Collaborations
in LeSS
 LeSS and LeSS Huge both avoid ritualizing coordination between
teams into events.
 LeSS explicitly states: “Coordination: Just Talk, Communicate in
Code,Travelers, Open Space, and Communities.”
 In other words:
• Cross-team collaboration as needed on architecture, design,
modeling, etc.
• Use the source code as a fountain of knowledge about the product.
• Use Open Space “technology” to share information, knowledge, and
experience.
• Promote cross-team interactions through observing each other’s
Daily Scrums and simply sitting having one or more members sit
with another team (Travelers).
• Form self-organized Communities of Practice (CoP)
of volunteers with a shared interest. Support the informal leaders,
CoP coordinators, that naturally rise in the group because of their
more than average interest in the topic.
• Use CoPs for spreading knowledge throughout your cross-functional
Feature Teams. They have the same goal as the old matrix system,
but their approach is fundamentally different.