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#lego4scrum with Large-Scale Scrum (LeSS)
This document describes a simulation exercise for practicing Large-Scale Scrum (LeSS) using LEGO and other materials. Participants will build a transportation business connecting European cities using LEGO sets for buses, buildings, and terrain materials. The goal is for teams to work together profitably to meet customer demands for transportation between cities. The document outlines setting up cross-functional teams, area product owners, an initial product backlog refinement, and sprint planning and execution for the simulation.
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#lego4scrum with Large-Scale Scrum (LeSS)
- 1. Welcome to the LARGE-SCALEScrum simulation with lego
- 2. Alexey krivitsky Mediocre developer Bulldozingscrum 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
- 5. I’ve done thisbefore… It kinda works
- 6. I’ve done thisbefore… It kinda works
- 7. I’ve done thisbefore… It kinda works
- 8. I’ve done thisbefore… It kinda works
- 9.
- 10. There are twokey 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.
- 11. There are twokey 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.
- 12. Component teams notowning the whole stack TECHNICAL PLATFORM / ENGINE CONSUMER PRODUCTS
- 13. Customer-facing teams withend-to-end responsibilities. Easier to plan, build and ship quality software TECHNICAL PLATFORM / ENGINE CONSUMER PRODUCTS
- 14. one product splitinto many sub-domains root of local optimizations
- 15. whole product focus. Easierto maintain bigger picture and optimize the whole.
- 16. More with less Lessmanagement 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
- 17.
- 18. Large-scale scrum isScrum One product Owner (for whole product) Single Product Backlog (for whole product) Single Sprint (for all teams) Single Product Increment (from all teams)
- 19. The “Less HugeFramework” 8-108 teams
- 20. Enough theory. So let’sget our hands dirty!
- 21. Real business simulation Businessmodel – 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.
- 22. What do weknow 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.
- 23. Market Demands Market isready 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
- 24. Architectural Constraints Each cityneeds 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.
- 25. Material Pricelist LEGO setsfor 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
- 26.
- 27. “Your Structure isYour Strategy”
- 28.
- 29. 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!”
- 30. (1) Getting Ready Shapingthe org structure • Product • Product Owner • Area Product Owners • Teams • Scrum Masters • Project Managers???
- 31. LeSS Principle: LEANTHINKING 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
- 32. free your projectmanagers! 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.
- 33. For our lesshuge 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.
- 34. 16 Shades ofSelf-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
- 35.
- 36. Team self designworkshop 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
- 37. What do youdo with free managers? Fire? RE-Hire? Admire?
- 38. 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…)
- 39. (2) Getting Ready formingproduct groups 1. Product Owner pitches the vision to everyone 2. Each Area Product Owner selects teams
- 40. (3) Getting Ready productgroups 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)
- 41. (4) Getting Ready Initialproduct 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
- 42. (5) Getting Ready sprintplanning 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
- 43. SPRINTING 1. Sprint startsnow! 2. Overall Sprint Review is in 8 minutes. Eight minutes
- 44. Inspect and adapt 1. Sprint Review for whole product 2. Sprint Retrospectives: • In each team separately • In each area with all teams and APO