Role of Manager in LeSS (Large-Scale Scrum)
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Large-Scale Scrum, Manager as Scrum Master, Manager as Product Owner and Manager as capability builder
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This Edureka PPT on "Scrum vs SAFe" video will help you understand the key differences between the two most popular frameworks Scrum and Scaled Agile Framework (SAFe). The topics discussed in this course are listed below:
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Follow us to never miss an update in the future.
YouTube: https://www.youtube.com/user/edurekaIN
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
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More Agile and LeSS dysfunction - may 2015
Whilst becoming proficient at single-team Agile is not easy, scaling to many teams and possibly many sites adds many additional challenges.
Often these challenges include...
1. Water-Scrum-Fall
2. The 'contract game' and its misalignment with "customer collaboration over contract negotiation"
3. Release rigidity - inability to adjust scope and/or release timing in order to maximise value for money
4. Limited visibility and transparency
5. Dependency hell
6. Skills bottlenecks
7. Lack of cross-team learning
8. Lack of design and architectural alignment whilst avoiding 'ivory tower' architecture
9. Inability to resolve organisational mis-alignment issues outside of delivery teams
Not all frameworks marketed as Agile are designed to address these problems.
In this session, we will introduce Large-Scaled Scrum (LeSS) as an organisational design framework and illustrate how it provides solutions to problems that commonly lead to friction, deliver challenges and difficulties realising the benefits of Agile within large programs and product development efforts.
We will outline each organisational dysfunction / scaling challenge, and connect these with the elements of LeSS that avoid the dysfunction or greatly LeSSen the problem
First presented on 7 May 2015 at
Project Management Institute (PMI) Sydney Chapter Meetup
http://www.meetup.com/PMISydneyMeetup/events/219823489/
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Coaching lessons learned during enterprise agile transformation
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Do we really need to scale and if the answer is yes, then what? Do we focus on structure or delivery? In this presentation, Naveen helps us understand how LeSS helps in scaling when it is needed, while remaining true to scrum teams delivering shippable product increments at the end of every sprint.
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Common challenges in adopting Agile: IIBA Northampton event 23rd August 2011
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The document discusses how team size impacts productivity. Research shows that individual contributions decrease as team size increases, due to issues with coordination, motivation, and social loafing. Social loafing occurs when people put in less effort as part of a group compared to working alone. The document recommends keeping team sizes small, between 4-5 members, to optimize performance. It provides options to address social loafing, such as dividing tasks, creating a sense of urgency, and increasing transparency.
More Agile and LeSS dysfunction - may 2015
Whilst becoming proficient at single-team Agile is not easy, scaling to many teams and possibly many sites adds many additional challenges.
Often these challenges include...
1. Water-Scrum-Fall
2. The 'contract game' and its misalignment with "customer collaboration over contract negotiation"
3. Release rigidity - inability to adjust scope and/or release timing in order to maximise value for money
4. Limited visibility and transparency
5. Dependency hell
6. Skills bottlenecks
7. Lack of cross-team learning
8. Lack of design and architectural alignment whilst avoiding 'ivory tower' architecture
9. Inability to resolve organisational mis-alignment issues outside of delivery teams
Not all frameworks marketed as Agile are designed to address these problems.
In this session, we will introduce Large-Scaled Scrum (LeSS) as an organisational design framework and illustrate how it provides solutions to problems that commonly lead to friction, deliver challenges and difficulties realising the benefits of Agile within large programs and product development efforts.
We will outline each organisational dysfunction / scaling challenge, and connect these with the elements of LeSS that avoid the dysfunction or greatly LeSSen the problem
First presented on 7 May 2015 at
Project Management Institute (PMI) Sydney Chapter Meetup
http://www.meetup.com/PMISydneyMeetup/events/219823489/
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Ranjith Tharayil addresses the question, "are BizDevOps practices just good to have or is it a must?" If it's a "must ", do our teams understand the urgency to change their thought process? As leaders are we motivating them enough and enabling the right environment to help embrace it?
Less is More!
The document summarizes a presentation on how businesses can deliver more value with smaller teams through agile adoption. It discusses how agile was initially adopted to achieve faster time to market, better quality, and more value delivery. However, new product failure rates remain high at 41% on average across industries. The presentation advocates adopting the lean startup model and cites case studies of companies that successfully implemented agile approaches to improve outcomes. It concludes by thanking the audience.
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The document discusses how to improve team performance and engagement through agile principles. It notes that employee engagement starts with investing in managers' ability to motivate employees. Fair process is important for buy-in on decisions. Self-organization enables teams to perform at their best when leaders provide focus, clear goals and expectations, and an environment for continuous learning and improvement. Measuring outcomes rather than busywork helps maximize team value.
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How will it improve the bottom lines? Can we expect more lines of code to be written by less developers? Can the success of an Agility project be somehow quantified?
This session looks at statistics gathered in my company - R&D, QA, Support, HR and Sales have all contributed their KPI graphs - to try and answer this question. I'll be presenting some enlightening graphs of before and after a major Agility project that covered many aspects of the company operations. Trying to explain the change both in qualitative AND in quantitative measures. Hopefully, making a clear business case for going Agile.
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This document discusses scaling agile across large organizations. It introduces agile mindset, values, principles and practices. It also covers several frameworks for scaling agile such as Large Scale Scrum (LeSS), Scaled Agile Framework (SAFe), and Disciplined Agile Delivery (DAD). Adopting agile requires changes to organizational culture and giving autonomy and mastery to self-organizing teams. Scaling agile is not just about processes but transforming the mindset and empowering people.
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Lean Six Sigma is a systematic method used to improve business processes, products, and quality. It focuses on reducing process variation and cycle time through the use of statistical tools and teamwork. The method was pioneered in the 1980s and is now used by many large companies. Lean Six Sigma projects follow a defined roadmap of measuring the current process, analyzing root causes of defects, improving the process, and controlling the gains. Projects are led by a Black Belt with support from a Green Belt, Champion, and other roles using defined phases and tools. Using Lean Six Sigma provides benefits such as proven success, a structured approach, and fact-based results.
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Agile transformation - One of the good presentations I found.
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LeaderGains provides leadership coaching, consulting, and training services. Their services include leadership coaching using Marshall Goldsmith's stakeholder-centered coaching methodology, setting up and coaching project management offices, business consulting, and training workshops in areas like agile methodologies, project management, and business analysis. They have experience working with global clients and conducted over 200 training programs. Testimonials praise LeaderGains' expertise and ability to effectively transfer knowledge to help organizations.
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Team Member to Mgr: “Now I’m in a self-organized team, what do you do exactly?” Mgr: “Um, good question. Come to the talk and find out.”
Learning Objectives:
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Scaling Agile is easily misunderstood. Scaling is the term we often hear used to describe using Agile methods with large enterprises. Larger enterprises often deal with bigger and more complex problems than small ones. They have more employees, subcontracting companies, different business units, more processes and a strong culture that defines how things are done. At the same time, they need to be able to deliver results in an ever-changing business environment. They need to be Agile but the bigger the company, the bigger the challenges are for scaling Agile.
Scaling frameworks available in the market today are maturing quickly and provide a variety of choices. Like the Agile Manifesto, these frameworks are based on principles, and they vary widely in the specificity of the recommended approach.
In this session, we will compare how two scaling frameworks, LeSS and SAFe, address the challenges of agility at scale. We will talk about how these two frameworks align, coordinate, and manage dependencies across multiple teams to maintain consistency and agility at scale.
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Kanban was originally created as a scheduling system to help manufacturing organizations determine what to produce, when to produce it, and how much to produce. Although this may not sound like software development, these lean principles can be successfully applied to development teams to improve the delivery of value through better visibility and limits on work in process.
This webinar will provide an overview of the Kanban method, including the history and motivation, the core principles and practices, and how these apply to efficiency and process improvement in software development.
Come join us for this free Webinar!
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The presenter discussed limitations of predictive project management and how agile project management addresses these through its values of prioritizing individuals and interactions, working software, customer collaboration, and responding to change. Key aspects of agile include self-organizing cross-functional teams, frequent delivery of working software, and emphasis on individuals and interactions over processes. Popular agile methodologies like Scrum were explained, involving rituals like daily stand-ups and artifacts like product backlogs. Career opportunities in agile project management were explored along with typical job roles and required skills.
Introduction to Enterprise Agile Frameworks
The document provides an overview of several enterprise agile frameworks: SAFe (Scaled Agile Framework), DAD (Disciplined Agile Delivery), and LeSS (Large Scale Scrum). It describes the foundations, roles, events, and distinctive features of each framework at a high level. Additionally, it provides references and resources for further exploration of these frameworks.
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Dilip Sadh is the President of Kabeer Consulting Inc. and several of its subsidiaries. He has many years of experience implementing SAP solutions globally. He serves as a professor and is on advisory boards. Kabeer Consulting specializes in SAP-based consulting services including training, support, content development, and technology transformation. It aims to help clients maximize value from enterprise applications and become more agile through innovation. The company has over 350 resources worldwide and delivers services across various industries.
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The postal business is changing at a rapid pace and the Postal Service must continue to change quickly to remain relevant and competitive in the marketplace. The Postal Service implemented the Agile methodology, replacing the traditional waterfall methodology to improve project communication, increase customer satisfaction, realize business benefits quickly, and improve overall quality. Please join us as Mark outlines the challenges Postal faced before using Agile, how Agile has been implemented across the enterprise, lessons learned, benefits and where they are headed next with Agile Transformation.
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This certification confirms that Naveen Kumar Singh demonstrated a significant understanding of how to organize and manage multiple Scrum Teams working together on a large software product using Scaled Professional Scrum frameworks. Scrum.org is pleased to provide this certification in recognition of Naveen Kumar Singh's abilities to apply the Nexus Framework for organizing large software development efforts involving multiple Scrum Teams.
PSE
This individual has demonstrated advanced knowledge of the Scrum framework and how to apply it to complex software development situations as described in the Scrum Guide. Scrum.org has certified that this person possesses advanced Scrum knowledge and skills. This certification recognizes the individual's expertise in Scrum and ability to employ it to improve software product development.
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留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
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A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
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Sethurathnam Ravi: A Legacy in Finance and Leadership
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Comparing Stability and Sustainability in Agile Systems
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In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
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Role of Manager in LeSS (Large-Scale Scrum)
- 1. © leanpitch Technologies Private Limited Naveen Kumar Singh naveen.singh@leanpitch.com +91-9810547500 @naveenhome naveen75home Large-Scale Scrum (LeSS) Role of Manager
- 2. © leanpitch Technologies Private Limited About Me PMP PMI-ACP Six Sigma Green Belt Six Sigma Black Belt ITIL Foundation CP – Automated Agile Testing • 20 Years experience in Software Development. • Scrum and XP coach. • Love writing software • Open to discuss about scaling scrum and system thinking.
- 3. © leanpitch Technologies Private Limited 3 Organization Structure
- 4. © leanpitch Technologies Private Limited 4 Organization Structure B O T T E L N E C K B O T T E L N E C K B O T T E L N E C K B O T T E L N E C K
- 5. © leanpitch Technologies Private Limited 5 What is LeSS (Large-Scale Scrum)
- 6. © leanpitch Technologies Private Limited 6 What is LeSS Principles?
- 7. © leanpitch Technologies Private Limited 7 Large-Scale Scrum (LeSS) - Structure
- 8. © leanpitch Technologies Private Limited 8 Development Team
- 9. © leanpitch Technologies Private Limited 9 Feature Team
- 10. © leanpitch Technologies Private Limited 10 Management
- 11. © leanpitch Technologies Private Limited 11 Role of Manager
- 12. © leanpitch Technologies Private Limited 12 Manager as Scrum Master
- 13. © leanpitch Technologies Private Limited 13 Manager as Capacity Builders See the whole Go See Technical Problem Solutions Improvement Services
- 14. © leanpitch Technologies Private Limited 14 AVOID
- 15. © leanpitch Technologies Private Limited 15 Self-Management – Types of teams
- 16. © leanpitch Technologies Private Limited 16 Structure after LeSS Adoption Maximizing Value
- 17. © leanpitch Technologies Private Limited 17 Technical Processes to Reduce Dependencies
- 18. © leanpitch Technologies Private Limited 18 Role of Manager after LeSS Adoption • There is only 3 managers for 120 people team • Working with product management team to prepare product roadmap • Working with Scrum Master to improve practices • Focusing on “D” of HRD (human resource development) • Helping development team with experience
- 19. © leanpitch Technologies Private Limited 19 Senior Management • Remain same working on strategies (product, marketing, finance and sales etc.)
- 20. © leanpitch Technologies Private Limited 20 Upcoming Workshops • LeSS workshop in Bangalore – November 18-20 by Ran Nyman • Certified Scrum Developers (CSD) – Technical Track by Naveen Kumar Singh • Berlin – October 31 – November 4 • Pune – November 7 – 9 • Hyderabad – November 25-27 • Bangalore – December 9 – 11 • Chennai – December 16 – 18 • Next Webinar – What is “Agile” in Agile Testing – November 5
- 21. © leanpitch Technologies Private Limited 21 Further Reading • Explore less.work website and read case studies • Read latest book
- 22. © leanpitch Technologies Private Limited Building leaner pitches for your efficiency games Contact Us: www.leanpitch.com | curators@leanpitch.com | #309, 4th B Cross, HRBR Layout, III Block Bangalore-560043 | +91-80-41614192 Agile Transformation Services Agile Coaching & Training Collaboration Tool Development Services We also offer Test Driven Development Methods Behavior Driven Development Methods Agile Project Management Using JIRA + GreenHopper Collaboration Tools for Agile Teams Software Configuration Management for Agile Teams using Perforce Certified ScrumMaster Certified Scrum Product Owner Certified Scrum Developer Need a Coach, Call us
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