The game changing LeSS adoption at Findex Digital
Do you think an executive playing the Product Owner role, remote self-designing team workshops and a multi-team Product Backlog Refinement session is fictional? Do you think that LeSS (Large-Scale Scrum) is non-existent in Australia? Think again. It is currently happening locally in a 3,000 person financial services organisation.
You are invited to a candid "fireside chat" with Findex Digital Scrum Master Sam Peacock and independent consultant Rowan Bunning. This is an interactive session during which you can submit and upvote questions for Sam and Rowan to respond to.
Moderator Alistair Thomas will start with some questions aimed to clarify:
- how to get leaders to saying “let’s go” on a radical change in an informed way,
- the advantages of feature teams over component teams,
- the advantages of a broad product definition and whole product focus,
- how a single Product Owner can work with several teams without becoming a bottleneck,
- a more agile alternative to analysts gathering and handing off requirements and
- how Sprint-to-Sprint agility can be sustained and leveraged with many teams.
Come prepared with curiosity. The insights you gain may help you to navigate how your organisation can optimise for product agility and highest customer value at multi-team scale by leveraging good Scrum.
Outline/Structure of the Experience Report
20 mins responding to questions from the moderator.
20 mins responding to participant questions via Slido.
This is a more compact and focused version of an online meetup with the NZ Large Scale Scrum (LeSS) Meetup.
Learning Outcome
- Awareness of a sequence of activities recommended for initiating a LeSS adoption.
- Practical advise for running a self-designing team workshop remotely.
- Practical advise as to how a single Product Owner can scale to many teams so as to maximise value across the whole product.
- Awareness of the difference between feature teams and component teams.
- Insight into the benefits of multi-team PBR bringing users/SMEs etc. to whole teams rather than having BAs or UX specialists handoff specifications.
- Awareness as to how multilearning can benefit agility.
Target Audience
Scrum Masters, Agile Coaches, Executives and other change leaders - especially those with multiple teams
Prerequisites for Attendees
Basic knowledge of Scrum is expected.
Awareness of scaling multi-team product development are beneficial.
Basic knowledge of LeSS not required but beneficial.
Video
Links
https://www.meetup.com/wellington-large-scale-scrum-less-meetup-group/events/287483893/
schedule Submitted 10 months ago
People who liked this proposal, also liked:
-
keyboard_arrow_down
Rob Gaunt - Financial Agility - A journey of curiosity and empathy
40 Mins
Presentation
Intermediate
When it comes to Agility, finance is late to the party and often seen as the enemy. After all, finance is all about numbers and rules, while agile and business agility is all about flexibility and adaptability.
However, if agility is supposed to deliver better customer outcomes, greater ROI and improved value, then shouldn't finance be expected to be leading from the front. Why is this not the case?
I sought answers to this question by speaking with many of our customers' finance departments. What I found was that there is a lack of understanding of what financial agility entails, how it can benefit both the department and the company and importantly, why it is that Agility practitioners and finance teams need to work together more closely in order to bridge this gap to realise the full potential of agility within an enterprise. -
keyboard_arrow_down
Nafees Butt - Coaching for alignment using LandsWork
80 Mins
Workshop
Intermediate
Have you ever struggled with creating alignment between the members of a team? What does our approach of coaching individuals leave on the table? What if we focus on interaction between the individuals instead of the individuals themselves? In this workshop, we will demonstrate coaching the interactions between the individuals to create alignment. We will use LandsWork, a group coaching activity from Organisational and Relationship System Coaching, to simulate the coaching technique - a must-have for all coaches.
-
keyboard_arrow_down
Peter Lee - Modern Agile Leadership Concepts for Frontline Leaders
40 Mins
Presentation
Beginner
Ever had that problem where leaders in your organisation have different views on what dynamics create great agile teams?
We often talk about the transformational leadership skills required to enable agile transformations, but what about the frontline agile leaders leading teams and shipping products?
As Agile becomes commonplace, a new breed of leaders is required that embrace the modern 21st Century leadership practices that sit behind great Agile teams.This talk pulls together a range of key leadership models and concepts from traditional leadership models, lean Toyota practices and Management 3.0 to provide a set of practical tools and techniques to help you create frontline leaders that can help you build that leader-leader environment you thirst for.
-
keyboard_arrow_down
Ant Boobier - An Above and Below the Line model
40 Mins
Presentation
Intermediate
How do I understand an organization’s culture? I draw a line.
The ‘Above and Below the line’ model. Above the line is about open and positive behaviours, below the line are behaviours that are closed and negative.
-
keyboard_arrow_down
Dallas Jackson - How Agile Changed the way we buy Groceries
40 Mins
Experience Report
Beginner
Whole Foods Market adopted agile and changed the way groceries were delivered/ bought and processed. With my journey as a development team member, the first scrummaster, team coach, agile coach, Enterprise Coach and Executive Enterprise Coach at Whole Foods, join me in reviewing the story, the wins, the losses and the learning from an 8 year agile journey.
-
keyboard_arrow_down
Kirsten Eriksen - The Journey to Scrum through Covid
40 Mins
Experience Report
Intermediate
The New Zealand Ministry of Health was operating in mainly waterfall ways prior to the outbreak of CoVID-19. As the agency responsible for most of the government response to CoVID-19 in New Zealand, they were forced to adapt quickly (using agile practices including scrum) in order to literally save lives. As a consultant, I have helped what was the Ministry of Health, and is now Te Whatu Ora, to deliver various outcomes both before and during (cause we're not out of the woods yet) CoVID-19, so have been in a unique position to observe the changes to how they have worked and what they're doing to leverage the changes made through CoVID to create a more resilient organisation for the future.
-
keyboard_arrow_down
Venkatesh Krishnamurthy - What makes a framework like SaFE popular - a perspective from a LeSS Trainer
40 Mins
Presentation
Intermediate
In this talk, I would like to bring a few nuances that makes the frameworks like SaFE or Spotify attractive for the organisations to implement compared to Large-Scale Scrum(LeSS).
I would touch upon areas like:
1. Structural change - Team org
2. Change in HR policies
3. Leadership education
4. Product Perspective
5. Decentralisation -
keyboard_arrow_down
Kynan Hughes / Sergei Davidov - How To Run a Coding Dojo
Kynan HughesAgile CoachThe Broken Bay Software Co.Sergei DavidovAgile Coachtesschedule 11 months ago
40 Mins
Presentation
Intermediate
Technical agile practices like Test Driven Development and Pair Programming come from Extreme Programming and can make a good team into an amazing team. But, especially in large organisations, software teams often have little opportunity to learn these skills. Coding Dojos are a fun, safe way to develop technical agile skills and also the culture of trust that is so critical for high performing teams.
Many Scrum Masters and coaches don't come from a technical background - or maybe it's been a while since we did any coding - so it can be daunting to even suggest that software teams should practice TDD, pair programming, mob programming etc. However, we don't need to be brilliant coders to run a Dojo. We can learn just enough and provide the context for the team to learn together.