This document provides an overview of a LEGO simulation of Large-Scale Scrum (LeSS). It discusses key principles of LeSS including customer focus, lean thinking, empowered teams, transparency, and constant learning. It outlines the product being built, which is a transportation system connecting European cities using LEGO sets. It also describes the initial setup process for the LeSS framework simulation including forming cross-functional teams, refining product backlogs, and getting ready for the first sprint.
How to grow learning multi-site agile organizationsAlexey Krivitsky
What is making organizations so complex and slow? Why an "enterprise" is an equivalent to "inefficient"? How to de-scale organizations? There is no easy answers. But understanding the internal system dynamics is the key skill here.
My lesson learned about 10 months experience with Tribe Squad model. What I've learned so far, what traps, and how we solve many problems along the way.
A presentation by full-stack agile on some of the myths regarding the Agile framework. There are important questions such as benefits, documentation, scalability, architecture, planning and discipline.
How to grow learning multi-site agile organizationsAlexey Krivitsky
What is making organizations so complex and slow? Why an "enterprise" is an equivalent to "inefficient"? How to de-scale organizations? There is no easy answers. But understanding the internal system dynamics is the key skill here.
My lesson learned about 10 months experience with Tribe Squad model. What I've learned so far, what traps, and how we solve many problems along the way.
A presentation by full-stack agile on some of the myths regarding the Agile framework. There are important questions such as benefits, documentation, scalability, architecture, planning and discipline.
Digibury: Steve Coppin-Smith, Deeson scrum for agenciesLizzie Hodgson
Deeson Solutions Architect Steve Coppin-Smith focuses on scrum in an agency environment. In his talk he explaines what scrum is, why is it relevant to web development, and how can it help coders.
Scrummaster Needed Desperately at 2016 Scrum AustraliaBernd Schiffer
There is a lot of reluctance within organisations to place ScrumMasters, let alone to spend money to hire them. Surely this role can be done by one of the developers, right? After all, it’s only a minor role, isn’t it? Far from it! The ScrumMaster is a full-time role. Without it, who can take care of the agile process on behalf of a busy Scrum team?
One way to help teams and management understand the value of the ScrumMaster’s role is to show them the volume and importance of tasks a ScrumMaster can fulfil, and the consequences of what happens if nobody takes care of these tasks. This session not only presents the 42 tasks of a ScrumMaster’s role but will clearly show that every Scrum team needs a ScrumMaster.
It is often assumed that if you implement Agile/Scrum then quality will just take care of itself. As many organizations quickly discover, you cannot just “deploy Agile” and expect it to be the silver bullet for a software organizations quality issues. If you are questioning whether your Agile rollout is really helping you deliver higher quality software, faster, then this talk is a must to attend.
---
Maurizio Mancini
Maurizio Mancini is a leader in the quality and process industries with a sixth sense for Agile, quality, and business process. He is best known for cutting through the noise and getting to the heart of any organizational problem whether that problem consists of choosing the right software development process, implementing modern quality approaches, or just finding the right balance between people, process and tools. Maurizio has been building teams for more than 20 years and is known for building highly effective and dedicated teams. Maurizio’s approach consists of empowering people and teams so that the team’s talent and creativity comes through naturally. This mindset favors the adoption of Agile values in any environment.
Building Cross-Functional Scrum-Teams in a Hardware ProjectStephanie Gasche
Presentation on Building Cross-Functional Scrum-Teams in a Hardware Project. Variations of this presentation were held at the conferences Global Scrum Gathering Berlin 2014 and Agile Bodensee 2014.
Learn and be inspired by how Spotify does Agile at scale with squads, chapters, tribes, guilds and more as you want to scale your agile environment Understand the processes and decisions behind Spotify’s organizational design as well as the lessons learned and the changes made the last five years.
Scrum Master Lessons from my 4 Year Old SonRyan Ripley
At a recent cookout, my 4 year old son, Dawson, ran for the back yard and easily joined a game of hide and seek. Watching this unfold, I realized that these kids are naturally agile. They got straight to playing (the value) and didn’t need a lot of ceremony to get there. They kids all did a quick hello, told Dawson what game they were playing, and invited him to join in (daily scrum). Then they played.
He and his friends self-organize, self-manage, and solve problems on the fly. They naturally exhibit the agile values and scrum practices that many adults struggle with daily.
For example, most parents have been bombarded with an unending stream of “Why’s?” from their child. Why does this work? Why did that happen? Why? Why? Why? While this line of questioning can be stressing, it is also invaluable to finding the root cause of an issue. Scrum teams use this approach – called The 5-Why’s – to get past technical issues and down to interpersonal issues that could be hindering the team.
This session is a fun discussion about the behaviors I’ve noticed in my son and how they translate to important lessons that all scrum master need to learn to better serve their teams.
Lean en gros, c'est comme l'Agilité, sauf que... - Martin GoyetteAgile Montréal
Lean en gros, c'est comme l'Agilité, sauf que...
Qu’est-ce donc que le Lean?
Quel est son lien avec l'Agilité?
Et Kanban dans tout ça?
Cette introduction vise à clarifier ce que Lean signifie et son rapport avec l'Agilité. C'est une comparaison permettant de comprendre un mouvement au-delà du monde des technologies de l'information, permettant un regard nouveau sur les entreprises d'aujourd'hui et différent sur l'Agilité telle qu’on la connait.
À propos de Martin Goyette
Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l’information depuis plus d’une dizaine d’années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l’ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l’information. Depuis 2008, il se consacre à Lean ainsi qu’à l’agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.
Synerzip's Top 12 from AGILE2017:
- We Are Going Back Full Circle
- Agile Executive Leadership
- Whole Team Does UX
- Agile Beyond Engineering
- Containerized Microservices=NoOps
- ATDD/BDD Holy Grail
- Dynamic Re-Teaming!
- Estimating Time/Cost
- Get Them Hooked!
- Scaling Agile / SAFe 4.5
- Surprises at Spotify!
- Architect/Architecture
AGILE2017 Conference Overview:
- August 7-11th in Orlando, FL
- 2,200 participants from 40+ countries
- 18 tracks, 284 sessions
- 4 Special Tracks
- Stalwarts
- Experience Reports
- 3-7 min Lightning Talks
- Audacious Salon
- Inspiring Keynotes
- David Marquet, best-selling author of Turn the Ship Around
- Jez Humble, Founder and CTO, DevOps Research and -
- Assessment LLC, UC Berkeley
- Denise Jacobs, Founder and CEO, The Creative Dose
Digibury: Steve Coppin-Smith, Deeson scrum for agenciesLizzie Hodgson
Deeson Solutions Architect Steve Coppin-Smith focuses on scrum in an agency environment. In his talk he explaines what scrum is, why is it relevant to web development, and how can it help coders.
Scrummaster Needed Desperately at 2016 Scrum AustraliaBernd Schiffer
There is a lot of reluctance within organisations to place ScrumMasters, let alone to spend money to hire them. Surely this role can be done by one of the developers, right? After all, it’s only a minor role, isn’t it? Far from it! The ScrumMaster is a full-time role. Without it, who can take care of the agile process on behalf of a busy Scrum team?
One way to help teams and management understand the value of the ScrumMaster’s role is to show them the volume and importance of tasks a ScrumMaster can fulfil, and the consequences of what happens if nobody takes care of these tasks. This session not only presents the 42 tasks of a ScrumMaster’s role but will clearly show that every Scrum team needs a ScrumMaster.
It is often assumed that if you implement Agile/Scrum then quality will just take care of itself. As many organizations quickly discover, you cannot just “deploy Agile” and expect it to be the silver bullet for a software organizations quality issues. If you are questioning whether your Agile rollout is really helping you deliver higher quality software, faster, then this talk is a must to attend.
---
Maurizio Mancini
Maurizio Mancini is a leader in the quality and process industries with a sixth sense for Agile, quality, and business process. He is best known for cutting through the noise and getting to the heart of any organizational problem whether that problem consists of choosing the right software development process, implementing modern quality approaches, or just finding the right balance between people, process and tools. Maurizio has been building teams for more than 20 years and is known for building highly effective and dedicated teams. Maurizio’s approach consists of empowering people and teams so that the team’s talent and creativity comes through naturally. This mindset favors the adoption of Agile values in any environment.
Building Cross-Functional Scrum-Teams in a Hardware ProjectStephanie Gasche
Presentation on Building Cross-Functional Scrum-Teams in a Hardware Project. Variations of this presentation were held at the conferences Global Scrum Gathering Berlin 2014 and Agile Bodensee 2014.
Learn and be inspired by how Spotify does Agile at scale with squads, chapters, tribes, guilds and more as you want to scale your agile environment Understand the processes and decisions behind Spotify’s organizational design as well as the lessons learned and the changes made the last five years.
Scrum Master Lessons from my 4 Year Old SonRyan Ripley
At a recent cookout, my 4 year old son, Dawson, ran for the back yard and easily joined a game of hide and seek. Watching this unfold, I realized that these kids are naturally agile. They got straight to playing (the value) and didn’t need a lot of ceremony to get there. They kids all did a quick hello, told Dawson what game they were playing, and invited him to join in (daily scrum). Then they played.
He and his friends self-organize, self-manage, and solve problems on the fly. They naturally exhibit the agile values and scrum practices that many adults struggle with daily.
For example, most parents have been bombarded with an unending stream of “Why’s?” from their child. Why does this work? Why did that happen? Why? Why? Why? While this line of questioning can be stressing, it is also invaluable to finding the root cause of an issue. Scrum teams use this approach – called The 5-Why’s – to get past technical issues and down to interpersonal issues that could be hindering the team.
This session is a fun discussion about the behaviors I’ve noticed in my son and how they translate to important lessons that all scrum master need to learn to better serve their teams.
Lean en gros, c'est comme l'Agilité, sauf que... - Martin GoyetteAgile Montréal
Lean en gros, c'est comme l'Agilité, sauf que...
Qu’est-ce donc que le Lean?
Quel est son lien avec l'Agilité?
Et Kanban dans tout ça?
Cette introduction vise à clarifier ce que Lean signifie et son rapport avec l'Agilité. C'est une comparaison permettant de comprendre un mouvement au-delà du monde des technologies de l'information, permettant un regard nouveau sur les entreprises d'aujourd'hui et différent sur l'Agilité telle qu’on la connait.
À propos de Martin Goyette
Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l’information depuis plus d’une dizaine d’années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l’ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l’information. Depuis 2008, il se consacre à Lean ainsi qu’à l’agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.
Synerzip's Top 12 from AGILE2017:
- We Are Going Back Full Circle
- Agile Executive Leadership
- Whole Team Does UX
- Agile Beyond Engineering
- Containerized Microservices=NoOps
- ATDD/BDD Holy Grail
- Dynamic Re-Teaming!
- Estimating Time/Cost
- Get Them Hooked!
- Scaling Agile / SAFe 4.5
- Surprises at Spotify!
- Architect/Architecture
AGILE2017 Conference Overview:
- August 7-11th in Orlando, FL
- 2,200 participants from 40+ countries
- 18 tracks, 284 sessions
- 4 Special Tracks
- Stalwarts
- Experience Reports
- 3-7 min Lightning Talks
- Audacious Salon
- Inspiring Keynotes
- David Marquet, best-selling author of Turn the Ship Around
- Jez Humble, Founder and CTO, DevOps Research and -
- Assessment LLC, UC Berkeley
- Denise Jacobs, Founder and CEO, The Creative Dose
What can DesignOps do for you? by Carol Smith at TLMUX in MontrealCarol Smith
You have probably seen the terms DesignOps and/or ResearchOps float by in your social media queue. These teams make designing (and researching) at scale beautifully efficient and successful. Carol steps through how these teams work, the types of activities they perform, situations they are helpful for, and ways you can leverage these types of programs in your organization. Carol will share examples from her experiences and stories from other organizations that are using Design Ops to do effective design at scale.
Presented at Tout le monde UX in Montreal, Quebec, Canada on February 28, 2019. http://toutlemonde-ux.com/
Presentation we did to a group of project managers who had not had any exposure to using Agile methodologies. Gives a basic overview of Agile with a User Centered design approach.
Tidy Up Your Digital Assets: DAM Best Practices and Why You Need OneRachel Wandishin
More than 50 percent of companies who don’t use a DAM struggle with finding approved files. The need to manage the important digital assets – photos, videos, PDFs, logos, creative templates and so on – is at the heart of creating engaging digital experiences.
See how Acquia's customer EBSCO Information Services implemented a digital asset management solution to centralize and optimize their assets.
By attending this webinar, you’ll learn:
- The strategy behind one Acquia customer’s success in implementing a digital asset management solution
- How to get started with DAM – from planning to implementation all the way through onboarding
- Best practices for organizing and managing your digital assets most effectively
Scaling agile in organisations is not a trivial thing. It is not only about process but also about leadership and organisational culture. I share 3 laws and 10 patterns that have found helpful.
Developing High Performing Architecture Teams sallybean
Slidedeck for a workshop delivered at the EAC Europe conference in 2016, about how to develop an effective architecture function within an organisation, focusing on the need for soft skills
You're organised, you love spreadsheets, you're a great cheerleader, you handle a backlog with superhero skills, and now you're faced with managing a Drupal project and everything just feels foreign. It's not you, it's Drupal. The mix of site building, front end development, backend development, and over 20,000 contributed modules makes project management for Drupal exceptionally frustrating for people who've not worked with Drupal before.
This session will cover:
- the basic Drupal development workflow (from a developer's perspective, but without using developer jargon)
writing useful tickets which developers can accomplish
- estimation tips for multi-discipline tickets (design / back end / front end)
- ideal team structures -- and what to do if you can't get them
Updated from DrupalCamp London to include the truisms I've learned about being a first-time project manager.
Knowledge as an asset has not lost momentum, in fact organizations still need proper KM tools and methods in order to reduce the risk of knowledge loss, improve collaboration, standardize best practices and so on. Problem begins when we try to solve this issues with a KM vision that was meant for a 90s-type business and not for today’s exponential organizations
This presentation showcases a proven method for KM for modern organizations developed by Wakiy, a knowledge management consultancy firm based in Lima, Perú.
DOES16 London - Jonathan Fletcher - Re-imagining Hiscox IT: A DevOps StoryGene Kim
Re-imagining Hiscox IT: A DevOps Story
Jonathan Fletcher, Enterprise Architect & Platform Services lead, Hiscox
Description:
DevOps at Hiscox is a journey without an obvious destination! Come and hear about why this is so important to them and how its redefining much of what they do. In this session, we'll examine some practises for making a start with DevOps and what it's like to be the annoying guy that's driving things forward.
DevOps Enterprise Summit London 2016
Similar to LeSS simulation with LEGO at #agileee 2017. (lego for scrum) (20)
Org Topologies at Scrum Day Europe 2022, AmsterdamAlexey Krivitsky
Organizational Topologies: your roadmap towards an innovative, resilient and adaptive product development organization.
Many organizations struggle to adopt "agile" in a way that delivers on its promise to make the company fast, flexible and efficient.
Global consultancy firms have great pitches on how to adopt different so-called “Agile frameworks”. The marketing is great, but are the results too? We see how our clients get stuck in adopting a framework - forming “agile teams”, appointing “product owners” and then clustering all this into “tribes”. Thus creating robust structures that make further organizational improvements and adaptability difficult, slow, and expensive.
This talk offers ideas how to go beyond these limiting ideas and explores a map of organizational transformation based on orgtopologies.com.
Organizational Topologies: a roadmap towards a resilient and adaptive product...Alexey Krivitsky
Many organizations struggle to adopt "agile" in a way that delivers on its promise to make the company fast, flexible and efficient. Global consultancy firms have great pitches on how to adopt different so-called “Agile frameworks”. The marketing is great, but are the results too? We see how our clients get stuck in adopting a framework - forming “agile teams”, appointing “product owners” and then clustering all this into “tribes”. Thus creating robust structures that make further organizational improvements and adaptability difficult, slow, and expensive.
For more details visit www.orgtopologies.com
Often wrong estimations are blamed as causes of project failures.
In this talk I'm explaining why we as human beings inevitably suck at estimating our work in time. Irrational behaviour, cognitive biases, and laws of project nature work against a team trying to make estimates.
Stop asking "when" - this is a wrong question.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
4. What am I supposed to learn?
1. Complexity thinking, system, customer-focus and lean
thinking applied to organizational design
2. Role of the top management and managers in LeSS adoption
3. Local vs. global optimizations
4. “IKEA affect” and difference between owning vs. renting
systems
5. Some ideas how to de-scale (simplify) organizations and why
6. Scaling of agility is about doing more with less
(not more with more)
5. More with less
Less management
Less focus on processes
Less standardization
Less hierarchies
Less complexity
Less inner-ward focus
More empowered teams
More learning
More global optimization
More transparency
More thinking
More customer focus
9. … And it also seems chaotic,
messy and disorganized.
In fact it should be this way.
10.
11. LeSS is Customer-Focused and
product-oriented
The perfection vision (something that is
unreachable but guiding all decisions,
the “true north”) of a LeSS-like organization:
Create and deliver a product almost all the
time, at almost no cost, with no defects, that
delights customers, improves the
environment, and makes lives better.
Do endless humble and radical improvement
experiments toward that goal.
12. LeSS is about constant learning
and creating learning organizations
13. So what can we learn about our customers?
1. Our potential customers are interested in
traveling among the capitals of Europe.
2. They are willing to pay for bus rides among
the cities.
3. They are attracted by sightseeing sites.
14. Market Demands
Amsterdam <-> Rome: 2M
Amsterdam <-> Berlin: 3M
Amsterdam <-> Barcelona: 2M
Amsterdam <-> Paris: 5M
Amsterdam <-> London: 3M
Rome <-> Berlin: 8M
Rome <-> Barcelona: 12M
Rome <-> Paris: 10M
Paris <-> London: 20M
Paris <-> Kiev: 8M
Kiev <-> Berlin: 15M
Kiev <-> Barcelona: 25M
For every sightseeing on the tour +1M
15. Price of materials
LEGO bus set: 10M
LEGO standard set: 2M
Flipchart paper sheet: 1M
Tape: 1M / meter
16. Engineering constraints
Each city needs to be recognizable
Distances between the cities should be in relative scale
Buildings and buses should be made from LEGO
For transportation to function there should be roads
Other stuff can be done on paper
17. What is our product?
1. How many products are we building?
2. How many Product Backlogs will we need?
3. How many Product Owners do we need?
18. What is your product?
What is your product?
What is your product?
hat is your product?
What is your proyour product?
product?
19. Q: How long does it take to add an edit field to your product?
A: it depends how badly f**cked your company is.
22. What is our product?
1. How many products are we building?
=> one
2. How many Product Backlogs will we need?
=> one
3. How many Product Owners do we need?
=> one, and exceptions are known …
24. LeSS Principle: LeSS is Scrum
Product Owner (for overall product)
Single Product Backlog (for overall product)
Single Sprint (for all teams)
Single Product Increment (from all teams)
27. The goal of the simulation
Is to build a profitable
and sustainable business.
And also enjoy it!
28. LeSS Principle: LEAN THINKING
eliminate waste!
What are the top activities managers are
kept busy with in traditional organizations?
1. Management of resources
2. Management of dependencies
3. Management of managers
29. Hiring managers
We need 10 people with good management
experience (5+ years, PMP is a plus).
30. Why one has to manage “resources”?
WHY?
WHY?
WHY?
WHY?
31. Why one has to manage “dependencies”?
WHY?
WHY?
WHY?
WHY?
32. free your managers!
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.
36. 16 Shades of Self-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
Some LeSS
adoptions
Is there
life of Mars?Pre-agile
37. Assign yourself a Primary Skill
“birthday randomizer”
1-10: Drawing ‘D’
11-20: Construction ‘C’
21-31: Transportation ‘T’
38. Team self design workshop
1. 6 people per team is ideal
2. Team members like each other to the
extend that they can work together for
about two hours
3. Each team has all necessary skills
(‘D’, ‘C’ and ‘T’)
40. LeSS and Lean thinking
What are the top activities managers are
kept busy with in LeSS organizations?
1. Management of resources
2. Management of dependencies
3. Management of managers
41. What do you do with
free managers?
Fire? RE-Hire? Admire?
42. 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…)
43. (1) Getting Ready
1. Product Owner Team (PO and APOs) get
together to build an overall Product Backlog
(write on A4 sheets)
2. Team representatives go study the API (LEGO
and other stuff)
3. Meanwhile each team picks a city and
brainstorms sightseeing (sketch them on paper)
44. (2) Getting Ready
1. Product Owner pitches the vision to
everyone
2. Area Product Owners select teams
based on their relatedness to cities
(2-5 teams per an area)
45. (3) Getting Ready
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)
3. They go find the real users
46. (4) Getting Ready
Initial product backlog refinement
1. Each APO explains the vision of the city to her
teams
2. Teams brainstorm ideas of PBIs on post-its
with real users
3. Team do a two-level prioritization:
effort (S, M, L) vs. value (Low, Mid, High)
4. They prioritize their Area Product Backlog: smallest
and highest-value items have higher priority (we’re
optimizing for value delivery)
50. LEARN MORE!
• Official LeSS website:
www.less.works
• My attempt developing LeSS awareness
on the Russian-speaking market
www.krivitsky.com/large-scale-scrum