Nuisances of structure in a large scale product development
Many adopting organizations treat Agile/Scrum like a shiny new project management overlay for development teams and invest their entire energies to extract every ounce of productivity without any significant structural changes to support it. Supplemented with anecdotal observations, this talk discusses the symptoms and nuisances of this anti-pattern in context of a large product development group with multiple and distributed Scrum teams. The session then describes the principles and experiments of Large Scale Scrum (LeSS) that organizations can use to avoid the pitfalls. More importantly, it highlights the laws of organizational behaviour and how structure influences both culture & strategy and how it can be the most important catalyst for unleashing creativity and a successful Agile adoption at scale by nurturing and fostering "smart creatives".
Outline/structure of the Session
- Introduction (~2 minutes)
- Symptoms of Dysfunction in a multiple Scrum team environment (8-10 minutes)
- Hand offs
- Big batches
- Waste of variability
- Hardening Sprints
- Sprints without PSPI
- Organizational tools for a applying Scrum at scale (10-12 minutes)
- Feature Teams
- Requirement Areas
- Managers as teachers
- (each tool discussed will be referenced back to underlying principles of lean & agile; e.g. feature teams is based on 'removal of queues', managers as teachers based on "Genchi Genbutsu", etc....)
- Set of Practices as suggested experiments (10-12 minutes)
- Joint Sprint Review
- Unified Product Backlog
- Undone department
- Communities of practise (or Yokoten)
- Conclusion and Q&A (~5 minutes)
Today, many medium and large organizations are taking the Scrum route for their product development work. If not implemented properly, nuisances like micro management, local optimizations, contracts designed to transfer blame, dependency hell, overly complex processes/roles and delayed time to market are common sightings. Workforce world-over is split between going back to their traditional project management methodologies, shunting the Scrum process entirely or using a half-baked Scrum implementation. All of these do not unfold the full potential promised and delivered by simple principles of Agile & Scrum.
This talk tries to make amends by highlighting the core issue and the symptoms that attendees can use as litmus test in their own working environments. For Ha-level practitioners having experienced Scrum at a team level and ready to start their journey of "Enterprise Agility", this session will present underlying principles of Scrum applied at scale (LeSS framework). The principles will be complemented with a set of experiments that have worked for a large set of large-scale, multi-site, distributed teams across the globe in variety of industries (including that of author's). Intended audience include traditional functional managers, organization change agents, Scrum Masters, Product Owners or anyone interested in reducing organization's cycle & lead time. Equipped with knowledge of underlying principles and their interplay at scale, the attendees should be able to run these experiments with confidence with their own inspect & adapt cycles to make adopt/discard decisions.
Scrum Masters, Agile Coaches, Middle Managers, CxOs
schedule Submitted 1 year ago
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