Large-Scale Scrum (LeSS) - Journey from component team to customer-centric feature team
Will share LeSS (Large-Scale Scrum) implementation journey and challenges encountered during transformation from component team to customer-centric feature team. Journey that covers defining product, building feature team through changing organization design and descaling organization through lean thinking. Talks will cover challenges in adoption and difficulties in retaining agile values beyond single team. Will also talk about key engineering practices that helped in resolving integration challenges and roles of management after adoption.
Outline/Structure of the Case Study
What was organization design before adoption - 10 mins
Exercise on defining product - 15 mins
Challenges in designing organization structure - 20 mins
Discussion on LeSS Roles - 10
Discussion on LeSS ceremonies - 20 mins
Q&A - 15 mins
Understanding about Large-Scale Scrum (LeSS)
Why LeSS is Scrum
Organization change needed to adopt Lean and Scrum
Why System thinking and Lean thinking
anyone interested in knowing more about Large-Scale Scrum adoption
schedule Submitted 5 years ago
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Jayaprakash Puttaswamy - Transformation - The Devil is in the ExecutionJayaprakash PuttaswamyCertified Executive Coach and Scrum Alliance Certified Enterprise Coach (CEC)Independent
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This talk is an experience sharing session about what it takes to realize business benefits in a large-scale (beyond 100 people) agile transformation. Having driven more than 4 large-scale transformation initiatives (of scales 160 to 700 people) over last 5 years, I would be sharing a couple of case-studies where I worked recently and I would discuss various challenges of implementing large-scale transformation and possible approaches to handle them. Participants would be engaged through interactive discussions on mutual experience sharing with a focus on key dimensions of agile execution.
As the title reveals, the talk would focus more on execution challenges and approaches to handle them at all levels of stakeholders involved in a transformation. Levels include developers, architects, managers (project/engineering), senior management (delivery/program management, directors) and CXO's. More details in Outline section.
The key dimensions to be covered include
- Building and sustaining learning culture (approaches include Community of Practice, Guilds and Joint Workshops)
- Causing the mindset shift in engineers (different approaches for developers, architects and engineering managers)
- Enabling managers to create and nurture agile engineering culture (approaches include effective metrics about quality of code, tests, application and build)
- Inverting the Test Pyramid (approaches include test automation strategies, BDD, dealing with Legacy using Strangler pattern, Component Guardian pattern)
- Leadership Agility (approaches include catalyst style of leadership, risk driven decision making, leading the change)
Krishnamurty VG Pammi - Lean Scrum - The need of the hour
The 2015 state of scrum report published by Scrum Alliance states that the outlook of scrum is highly favourable. Virtually all consider it likely that their organization will use scrum in future. While this is good, the survey also noted one of the key challenges observed by survey respondents as “Product owners and teams were just not willing and/or enthusiastic about Scrum best practices”. Thus, although scrum methodologies have greatly increased productivity, scrum is not without its problems. We need to quickly address this gap.
Keeping scrum values at the core, scrum methodology is mostly visible to teams on the ground in terms of three pillars (1) Scrum roles (2) Scrum artifacts and (3) Scrum events. While Scrum has kept scrum roles and scrum artifacts lean, it has empowered teams on the ground to learn the art of performing scrum. Scrum prescribed guidance on scrum events with clear purpose, frequency, maximum duration and recommended attendees. It recommends teams to learn the art of performing scrum events through their experience stating “scrum is easy to understand and difficult to implement”
While some scrum teams mastered this art, I find most of the scrum teams are still struggling in this process. I come across situations where teams are not finding scrum events interesting primarily because they find these events unproductive. The result is that we see less interactions and cooperation from the teams during scrum events. This is impacting basic agile manifesto “Individuals and interactions over processes and tools". In net, there is no surprise when product owners and teams were just not willing and/or enthusiastic about Scrum best practices.
Lean Scrum is the need of the hour. As part of lean scrum, we will adopt scrum methodology at the core and we implement lean framework to address the pain areas witnessed by teams
As part of this talk, I will share my experiential insights on
- Outlook of scrum is highly favourable. Although scrum methodologies have greatly increased productivity, scrum is not without its problems. We need to quickly address these gaps
- While scrum has kept scrum roles and scrum artifacts lean, it has empowered teams on the ground to learn the art of performing scrum events. Are we keeping these events lean and Valuable?
- Lean scrum – The need of the hour
- What is Lean Scrum
- Anti-Patterns/Most frequently faced challenges/ wastes experienced by scrum teams in each of the scrum events (case findings based on my experience)
- Where do the scrum teams stand on "expected scrum patterns" in each of the scrum events (case findings based on my experience)
- Leverage "Lean Framework" to craft scrum events towards value generation. How to draw "AS-IS" and "TO-BE" Value stream management maps for two scrum events.
- Leverage "Lean framework" to help scrum teams to learn the art of performing scrum events through realizing value and enhancing their reach on "expected scrum patterns".
- Our highest priority is to satisfy the customer through early and continuous delivery of valuable software” The term value is increasingly becoming starting point of what we do. We need to keep questioning everything we do using customer value generation as the yard stick
Unless, we drive scrum events towards value generation by continuously eliminating waste/ anti patterns, there is no surprise that “Product owners and teams were just not willing and/or enthusiastic about Scrum best practices” as observed by "The 2015 state of scrum" report.
This is where Lean-scrum could prove to be powerful...
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Behavior Driven Development (BDD) is a agile practice that helps in overcoming collaboration challenges between Product Management Team and Software Develop Team. Unfortunately team usages BDD tools more for test automation than addressing collaboration challenges. This talk with demo is to understand what is BDD and how to practice to bring more transparency in software development.
Talk will also help to understand how to build a infra to bring visibility about what feature team is building on day to day basis with help of CI tools.
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Well BDD is a collaboration practice but can it be useful technique to split product feature?
Usual to address spitting complex product feature to ensure continuous delivery of working software?
How splitting product feature can be a fun if scrum team collaborate often?
How bring transparency while spitting product feature through BDD practice?
Satisha Venkataramaiah - Lean Enterprise Agile Framework - A Systems Thinking approach to scale deliverablesSatisha VenkataramaiahFounder and Chief CuratorLeanpitch
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Lean Enterprise Agile Framework (leaf) – A framework to scale delivery
It’s about “Being Agile”, not following agile or practicing agile or doing agile. That’s what you have heard. If I were the sponsor or a developer or a user or a buyer of a product, all I would care is about the product. So if you ask me, I would rather focus on scaling delivery of products rather than scaling processes or teams. Leaf is a conversation starter and a systems thinking approach to deliver products, if required even at scale.
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Krishnamurty VG Pammi - Building Cross functional teams by example.
Cross functional team (CFT) as a whole has all the skills needed to build the product, and that each team member is willing to do more than just their own thing. Agile methodologies recommend long lived CFTs to implement agile manifesto and principles effectively. CFTs have become more popular in recent years for many reasons that include but not limited to:
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- They are flexible to adapt to changing market needs
- They develop innovative products more quickly
- They span across organization boundaries
- They improve problem solving and lead to more thorough decision making
To be precise, we are not fully agile if we do not nurture CFTs. Not far from now, you will see digital enterprises trying to compete with each other in developing and releasing their apps every 5 days. CFTs will become one of the fundamental pillars for agile methodologies to adapt to such aggressive future needs
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(1) Building Cross Functional Teams by Example
(2) Nurturing Cross-functional Team Collaboration
(3) Imperative elements that need to be considered for succeeding with cross functional teams. Without proper attention to these elements, any cross-functional team will be fighting an uphill battle to succeed.
Krishnamurty VG Pammi - Ineffective release planning makes teams oscillate instead of iterate
Although agile methodologies have greatly increased productivity, Agile is not without its problems. Agile recommends adaptive planning through its multi-level planning events. Agile planning is expected to remain relevant in guiding teams till their destination as it incorporates the then risks, issues, assumptions and constraints into consideration while planning at last responsible moments.
While it appears good on paper, I find challenges involved in this approach. Scrum teams on the ground may mostly focus their efforts on their team specific daily and sprint targets. They lack common understanding of team expectations on what is probable product that they think is possible at the moment with the list of the then risks, assumptions, constraints and dependencies. To be precise, teams on the ground lack this bottom up view of the integrated probable product in next 2 to 4 months
On the other hand, enterprises spend efforts and money for their strategy, portfolio and product planning exercises. The result is that these planning events tell the top down view of “Where Product owner want to take the product to be?”
When top down view and bottom up view are not properly balanced with proper discussion among stakeholders during release planning exercise, we see teams oscillating instead of iterating witnessing below symptoms.
- Teams slips on their release forecast
- Cross team dependencies are detected towards end of the release and there was not much time available to resolve those dependencies within the release
- Key decisions that were supposed to be taken during release planning exercise, would be taken up towards final sprints.
- Risks are identified towards the end and this gives less room to mitigate the risks
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This talk is about making best use of both aproaches to bring in revolutionary changes at a sustainable pace with a story.