Why Scale? When choose each scaling approach? SAFe? LeSS? Enterprise Kanban? Other? Scaling experts will compare the different approaches, share from their experience and answer questions from the audience.
This is the LeSS section presented by Sagi Smolarski
More with LeSS - An Introduction to Large Scale Scrum by Tim AbbottAgile ME
While there are multiple Scrum Scaling Frameworks, Large Scale Scrum is the leading framework for Scrum Scaling that truly drives success. More than just a prescription, we'll discuss the thinking and organizational tools as well as some of the practices that make LeSS truly unique.
Agile development works well in small teams. But we encounter problems when Scrum is applied to other teams and the rest of the organisation. Large Scale Scrum (LeSS) can help. This slide deck explains why.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Kanban/Scrumban - taking scrum outside its comfort zoneYuval Yeret
Kanban is a way to implement a Lean process, focused on flow, time to
market, and waste removal. Understand the Lean principles behind Kanban, its
relation to Agile/Scrum, and how the two can complement each other into
Scrumban. Understand where Kanban should be considered.
In this presentation, I talk of Donald Reinstern's original idea of quantifying using Money units per time unit. However, the Agile world has been comprised a bit by using Fibonacci series or a scale of 1 to 10. Are we compromising the original intent of the author?
Why Scale? When choose each scaling approach? SAFe? LeSS? Enterprise Kanban? Other? Scaling experts will compare the different approaches, share from their experience and answer questions from the audience.
This is the LeSS section presented by Sagi Smolarski
More with LeSS - An Introduction to Large Scale Scrum by Tim AbbottAgile ME
While there are multiple Scrum Scaling Frameworks, Large Scale Scrum is the leading framework for Scrum Scaling that truly drives success. More than just a prescription, we'll discuss the thinking and organizational tools as well as some of the practices that make LeSS truly unique.
Agile development works well in small teams. But we encounter problems when Scrum is applied to other teams and the rest of the organisation. Large Scale Scrum (LeSS) can help. This slide deck explains why.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Kanban/Scrumban - taking scrum outside its comfort zoneYuval Yeret
Kanban is a way to implement a Lean process, focused on flow, time to
market, and waste removal. Understand the Lean principles behind Kanban, its
relation to Agile/Scrum, and how the two can complement each other into
Scrumban. Understand where Kanban should be considered.
In this presentation, I talk of Donald Reinstern's original idea of quantifying using Money units per time unit. However, the Agile world has been comprised a bit by using Fibonacci series or a scale of 1 to 10. Are we compromising the original intent of the author?
This is my presentation from the 17th Agile Greece meetup. The event was a series of lightning talks about the events of Scrum.
My presentations has a collection of bad and good practices when implementing a Daily Scrum or Daily standup at Scrum.
http://www.meetup.com/Agile-Greece/
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Scrum is certainly not a foolproof framework as it does have its own set
of limitations; which is the reason why it may not be the best fit for
every team or product. There are other Agile and Lean approaches too,
like Kanban or XP.
Therefore, what is crucial is for us to comprehend that these current
shifts call for a dynamic and progressive outlook from developers and managers. The need of the hour is to utilize the benefits that a Scrum Master brings to the table, in terms of opening up team communication and problem solving techniques.
Have you tried assessing the maturity of your Agile teams? Have you developed your own unique approach or adopted an approach found online? Have you found the assessments valuable and continued them?
This material introduces a very simple, straightforward approach for Agile and Scrum maturity assessments without the complexity and pitfalls of numerous more sophisticated approaches.
The author has used five different approaches to assess Agile maturity over the past decade, three developed by Agile coaching staff and two developed by himself, before adopting this simpler retrospective Agile maturity assessment.
Shared at Agile New England as an Agile 101 topic in June 2023.
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
Building our team with great agile gamesLior Israel
Building a team is not an easy task, also it’s not a magic.
Being precise is the one of the greatest challenge in the journey that each group must go through. You can think about building a team as a sport team training.
Indeed, there is much to be learned as engineering practices.
The team must acquire a few soft skills, the most important one, is the communication skill.In this talk, I will show you how to grow your team’s soft skills through an Agile Game.As a manager you will be able to integrate the game into your everyday agile process.
This is my presentation from the 17th Agile Greece meetup. The event was a series of lightning talks about the events of Scrum.
My presentations has a collection of bad and good practices when implementing a Daily Scrum or Daily standup at Scrum.
http://www.meetup.com/Agile-Greece/
Introduction to the scrum framework: roles, activities and artifacts.
Scrum is an agile methodology for project management, to create a high quality product.
www.nieldeckx.be
Learn more about the scaled Agile Framework + scaling Agile. After a short introduction to several frameworks that aim to support the scaling of Agile (DAD, LeSS, SAFe®), this power point presentation from our webinar dives deeper into the details of the Scaled Agile Framework (SAFe®). Find the truth behind the often cited sentence “As Scrum is to the Agile team, SAFe® is to the Agile enterprise.”
Scrum is certainly not a foolproof framework as it does have its own set
of limitations; which is the reason why it may not be the best fit for
every team or product. There are other Agile and Lean approaches too,
like Kanban or XP.
Therefore, what is crucial is for us to comprehend that these current
shifts call for a dynamic and progressive outlook from developers and managers. The need of the hour is to utilize the benefits that a Scrum Master brings to the table, in terms of opening up team communication and problem solving techniques.
Have you tried assessing the maturity of your Agile teams? Have you developed your own unique approach or adopted an approach found online? Have you found the assessments valuable and continued them?
This material introduces a very simple, straightforward approach for Agile and Scrum maturity assessments without the complexity and pitfalls of numerous more sophisticated approaches.
The author has used five different approaches to assess Agile maturity over the past decade, three developed by Agile coaching staff and two developed by himself, before adopting this simpler retrospective Agile maturity assessment.
Shared at Agile New England as an Agile 101 topic in June 2023.
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
Building our team with great agile gamesLior Israel
Building a team is not an easy task, also it’s not a magic.
Being precise is the one of the greatest challenge in the journey that each group must go through. You can think about building a team as a sport team training.
Indeed, there is much to be learned as engineering practices.
The team must acquire a few soft skills, the most important one, is the communication skill.In this talk, I will show you how to grow your team’s soft skills through an Agile Game.As a manager you will be able to integrate the game into your everyday agile process.
Introduction to Agile & scrum, but a bit from an HR perspective.
This presentation was given at "JobInfo" as some background material for a better understanding of recruitment in an agile world.
Infrastructure code in Agile software developmentElad Sofer
This presentation i gave in an ILTAM group meeting discusses common problems with Infrastructure code development and how Agile helps to deal with them
What are the characteristics of a good Scrum Team? Are you willing to be a Product Owner or Scrum Master? Are you wondering about the maturity of your development team? This presentation will give you insights about how the evolution of the development team, scrum master, and the product owner.
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?"admford
So you’ve been told that your organization is going to implement Agile methodologies across ALL of IT, and not just in development. And you’ve been given the responsibility to implement it in Security Operations, and without a clear plan or measurable objectives other than “make the team more efficient”. While one can complain that someone in the C-Suite heard of the book “Scrum: The Art of Doing Twice the Work in Half the Time”, you still have a job to do. So the basics of Project Management, Agile, Scrum & Kanban are covered and how one can shoehorn these concepts into working in an operations context. Oh, and there will also be some finagling of where DevOps stands regarding Agile and Operations.
A look at some of the methodologies that have shaped the direction of agile software development. We take a look at Lean Software Development (and the Toyota Production System), the Theory of Constraints and Systems Thinking.
No more managers! No more hierarchy! A truly self organizing, self-running team! These phrases strike fear into managers almost as much as: We are moving to agile. As successful companies like Zappos, GitHub, and Treehouse discard managers from their teams, other software managers are left wondering about their futures. The reality is that managers are even more relevant and necessary today—if they transform from command-and-control to a coaching-style role. Employees need to know they have an advocate—not just in the business but in their careers. Learn from Brian Sobus how to become that advocate as he draws on his experience leading agile and traditional software development teams. Peer over the abyss as Brian delves into the nuances that are required for this new manager role. Learn how we perceive managers, how that perception must change, and how managers can embrace this transformation. Discover why this needed leadership meshes well with and elevates self-directed teams.
Agile transformation with Scrum. Where to start
1. Agile vs Waterfall
2. What is Scrum
3. Scrum team
4. Scrum artefacts (with activities for easier learning)
5. Scrum events
6. Is Scrum enough?
OK, I’m ready to DevOp. Now what?
We’ve heard a lot about the technologies behind DevOps, and even a bit on the processes that some DevOps shops employ. What we haven’t heard too much about directly is a fundamental matter of bootstrapping. If you’re a leader or influencer in a software or IT shop, you’re sold on this DevOps idea but overwhelmed by the difference between where you are now and where you need to be, you’ve come to the right place. We’ve heard all about the unicorns of the movement, and what they are doing. Much time is spent talking about their innovative technologies. But how did they get there? Moreover, how can YOU get there? We’re going to spend some time discussing how to get started and find success on the rocky road to DevOps. We’re going to talk about the roles of executives, middle managers, front line managers, and individual contributors in this transformation. We’ll talk about the layered approach to transforming your culture, and building the processes and tool chains on top of it. At the tactical level, we’re going to talk about an example team and what their first year looks like, what are the major milestones they will reach, and how to measure their success along the way.
When Management Asks You: “Do You Accept Agile as Your Lord and Savior?” - Ci...admford
Updated version of my original Cyphercon talk. With more useful information regarding how to enact change and better visual representation of certain concepts. This talk was given at CircleCityCon 10 in 2023
LeSS in the big bank a five-year journey.pdfDenis Tuchin
We will trace the history of LeSS in a large bank from underground to the preferred framework from the perspective of 16 LeSS-like cases.
I will tell how I grew LeSS and got a profit in the hostile organizational structure.
I will share how I sold the LeSS framework to business people who hadn’t heard anything about Agile before and wanted to save their subordinate managers.
How I helped middle managers understand their roles in the new LeSS context and how many of them were fired.
In the end, I will explain 5 years of struggle between the corporate bonus system and the LeSS principle of a single goal for all teams of one product.
Three steps to transform from a waterfall to an Agile orgElad Sofer
A long long time ago, in a galaxy far far away... before the LeSS framework existed as a clearly defined framework, a few chosen Agile coaches were trying to restore agility to the galaxy by introducing the organization to the concepts that were later named as the LeSS framework.
This is a story about one Agile coach trying to help a product group in a security company to improve their business success by optimizing the whole rather than parts, by eliminating silos and getting rid of the fore waterfall forces of the dark side
Part of the webinar hosted by practical agile about "Descaling Agile" and "Getting rid of Scrum masters"
The webinar recording can be viewed here :
https://zoom.us/webinar/register/rec/WN_hEwO7nsrQP2ee8R6K2kLxQ?meetingId=6e9u1chzyN3c_tiGxtYwe6nrKtZqvraH5N2b9eP9aJ-wIumekTziMw&playId=
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
GridMate - End to end testing is a critical piece to ensure quality and avoid...ThomasParaiso2
End to end testing is a critical piece to ensure quality and avoid regressions. In this session, we share our journey building an E2E testing pipeline for GridMate components (LWC and Aura) using Cypress, JSForce, FakerJS…
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Building better applications for business users with SAP Fiori.
• What is SAP Fiori and why it matters to you
• How a better user experience drives measurable business benefits
• How to get started with SAP Fiori today
• How SAP Fiori elements accelerates application development
• How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
• How SAP Fiori paves the way for using AI in SAP apps
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
4. "We will win and you will lose. You
cannot do anything about it because
your failure is an internal disease.
Your companies are based on Taylor's
principles.
Worse, your heads are Taylorized, too.
You firmly believe that sound
management means executives on
one side and workers on the other, on
one side men who think and on the
other side men who can only work.
For you, management is the art of
smoothly transferring the executives'
ideas to the workers' hands.”
Konosuke Matsushita
[1979 WD management
visit to Japan speech]
5. There is no question
that the cost of
production is lowered
by separating the
work of planning and
the brain work as
much as possible
from the manual
labor
Frederick Winslow Taylor
(1856 - 1915)
6. “We have passed the Taylor stage. We
are aware that business has become
terribly complex. Survival is very
uncertain..
..We know that the intelligence of a few
technocrats, even very bright ones, has
become totally inadequate to face these
challenges. Only the intellects of all
employees can permit a company to live
with the ups and downs and the
requirements of its new environment.
Yes, we will win and you will lose. For
you are not able to rid your minds of the
obsolete Taylorisms that we never had.”
9. Shu - Ha - Ri
Apprentice = Follow the rules and practice
until you reach a good level
Journeyman = Start using the rules and use
a sensei to explore improvement options
Master = Create new rules and become a
sensei (teacher) for new apprentices
10.
11.
12.
13.
14. Larman's Laws of Organizational Behavior
1. Organizations are implicitly optimized to avoid changing
the status quo of middle- and first-level manager and
“specialist” positions & power structures.
2. As a corollary to (1), any change initiative will be reduced
to redefining or overloading the new terminology to mean
basically the same as status quo.
3. As a corollary to (1), any change initiative will be derided
as “purist”, “theoretical”, “revolutionary”, "religion", and
“needing pragmatic customization for local concerns” --
which deflects from addressing weaknesses and manager/
specialist status quo.
4. Culture follows structure.
15. and…
There are no best practices.
Only good practices within a
specific context
The basic assumptions
(just like scrum…)
For large groups, LeSS hits the sweet
spot between defined concrete
elements and empirical process
control.
31. Product
• One product, one backlog
• Needs to have a shared codebase.
• As broad as possible to minimize constraints.
32. Product owner
• The person that owns the product.
• Accountable for results.
• Define the features based on business needs.
• Manages the product backlog.
• Focus on prioritization, Less on clarification.
• Not “Mr nice-guy”
33. The Team
• The minimal unit of resourcing
• Fixed (100% allocated people)
• Long-Lived
• Cross-functional feature teams
• Co-located.
• Self managing
34. Nothing Code +Design /
Unit test
+Analysis /
Desgin
System test +Co-Creation
Feature team adoption map
Component
Sub-System
whole
product
File
whole
System
Problem
Feature
Teams
Component
teams Dependencies &
Sub-optimization
Scope conflict
Functional over-
specification &
Increase in WIP
Ideal
state
35. One sprint
• Fixed timebox for
development.
• Interruptions and change
of scope are forbidden.
• Starts with planning
meeting.
• Sustainable pace
• Ends with a sprint review.
36. Cross team coordination
• Teams are responsible to decide how and when.
• Some options:
• Just talk.
• Communicate via code.
• Continuous integration.
• CoP
• Travellers
• Component Mentors.
• SoS.
37.
38. Definition of Done
• Teams and PO agree on the definition of Done.
• Done reflects the current minimal common
denominator of technical skills in the teams.
• Teams can expand the DoD.
• Backlog Items that are not done are not reviewed.
• The DoD should expend over time.
41. Dealing with undone work
• Strategy 1: Undone department
Awful idea!
• Strategy 2: Release sprint
Bad idea!
• Strategy 2.5: Release sprint done by the team.
average idea!
• Strategy 3: Expand team skills - no undone.
Good idea!
42. Product Backlog refinement
• Done every sprint with representatives of all teams
and the product owner.
• Split and clarify items into fine grained items.
• Estimate items.
• Identify need for cross-team coordination.
• Some techniques include: User Story mapping,
Spec by example.
44. Sprint review
• One sprint review meeting for all teams.
• Performed after every sprint.
• Inspect and adapt - not judgment.
• Avoid “slideware”
• Demonstrate only done items.
45. Sprint retrospective
• Not a post-morten! Nobody is dead…
• Done per team after the sprint review.
• Focus on learning and improving.
• “The art of the possible”
• Generate experiments for the next sprint(s).
• Important to keep the meeting safe.
46. Overall sprint retrospective
• Product owner, Representatives of all teams,
Scrum masters.
• Usually performed at the beginning of the next
sprint.
• Focus on system level and cross team learning.
• Use system thinking tools such as causal loop
diagrams.
• Generate system experiments for next sprint(s)
52. Go See at Gemba
• Gemba = Place where
work is done.
• Focus on improvement
• Teach problem solving
over solving problems.
• DO NOT MICRO-
MANAGE!
53. Scrum master
• Dedicated role.
• May serve up 1-3 teams
• Process owner and team
coach facilitator.
• Not a team leader.
• Not a manager.
• Not the team
representative.
54. Scrum master - Questions
• How is my product owner
doing?
• Is the product backlog in
good shape?
• Does he understand Scrum?
• How is my team doing?
• Are they Collaborating?
• Do they improve?
• How is my organization
doing?
• Is Inter-team coordination
working?
• Are there impediments to
handle?
• How are our engineering
practices?
• Are they improving ?
• How is the automation
doing?
• Is done being expanded?
56. Principles
• deep and narrow over broad and shallow
• top-down and bottom-up
• use volunteering
57. Getting started
• educate everyone
• define ‘product’
• define ‘done’
• have appropriately-structured teams
• only the Product Owner gives work to the teams
• keep project managers away from the teams
58. Next steps
•Use coaching to develop the
organization by experimenting
• Coaching - both internal and external
•Repeat until you are perfect
• continuous improvement.
59.
60. Less rules - structure
• Structure the organization using real teams as the basic
organizational building block.
• Each team is (1) self-managing, (2) cross-functional, (3) co-
located, and (4) long-lived.
• The majority of the teams are customer-focused feature
teams.
• ScrumMasters are responsible for a well-working LeSS
adoption. Their focus is towards the Teams, Product Owner,
organization, and development practices. A ScrumMaster
does not focus on just one team but on the overall
organizational system.
• A ScrumMaster is a dedicated full-time role.
• One ScrumMaster can serve 1-3 teams.
61. Less rules - structure
• In LeSS, managers are optional, but if managers do exist
their role is likely to change. Their focus shifts from
managing the day-to-day product work to improving the
value-delivering capability of the product development
system.
• Managers’ role is to improve the product development
system by practicing Go See, encouraging Stop & Fix, and
“experiments over conformance”.
• For the product group, establish the complete LeSS
structure “at the start”; this is vital for a LeSS adoption.
• For the larger organization beyond the product group, adopt
LeSS evolutionarily using Go and See to create an
organization where experimentation and improvement is the
norm.
62. Less rules - product
• There is one Product Owner and one Product Backlog for the complete
shippable product.
• The Product Owner shouldn’t work alone on Product Backlog
refinement; he is supported by the multiple Teams working directly with
customers/users and other stakeholders.
• All prioritization goes through the Product Owner, but clarification is as
much as possible directly between the Teams and customer/users and
other stakeholders.
• The definition of product should be as broad and end-user/customer
centric as is practical. Over time, the definition of product might
increase. Broader definitions are preferred.
• One shared Definition of Done for the whole product.
• Each team can have their own expanded Definition of Done.
• The perfection goal is to improve the Definition of Done so that it results
in a shippable product each Sprint (or even more frequently).
63. Less rules - sprint
• There is one product-level Sprint, not a different Sprint for each Team.
Each Team starts and ends the Sprint at the same time. Each Sprint
results in an integrated whole product.
• Sprint Planning consists of two parts: Sprint Planning One is common
for all teams while Sprint Planning Two is usually done separately for
each team. Do multi-team Sprint Planning Two in a shared space for
closely related items.
• Sprint Planning One is attended by the Product Owner and Teams or
Team representatives. They together tentatively select the items that
each team will work on the that Sprint. The Teams identify opportunities
to work together and final questions are clarified.
• Each Team has their own Sprint Backlog.
• Sprint Planning Two is for Teams to decide how they will do the selected
items. This usually involves design and the creation of their Sprint
Backlogs.
• Each Team has their own Daily Scrum.
64. Less rules - sprint
• Cross-team coordination is decided by the teams. Prefer decentralized
and informal coordination over centralized coordination. Emphasize
Just Talk and informal networks via communicate in code, cross-team
meetings, component mentors, travelers, scouts, and open spaces.
• Product Backlog Refinement (PBR) is done per team for the items they
are likely going to do in the future. Do multi-team and/or overall PBR to
increase shared understanding and exploiting coordination
opportunities when having closely related items or a need for broader
input/learning
• There is one product Sprint Review; it is common for all teams. Ensure
that suitable stakeholders join to contribute the information needed for
effective inspection and adaptation.
• Each Team has their own Sprint Retrospective.
• An Overall Retrospective is held after the Team Retrospectives to
discuss cross-team and system-wide issues, and create improvement
experiments. This is attended by Product Owner, ScrumMasters, Team
Representatives, and managers (if any).