1- day review · preferred: basic scrum training/certification from a credible source...
TRANSCRIPT
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Certified LeSS Basics (CLB)1- Day Review
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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About Gene
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Our Class
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Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
Taking Care of Key Logistics
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https://docs.google.com/spreadsheets/d/1N5fMp11qKijDzP04pKvg4yY_Q0lkUvpqbl554-6wKRY/edit?usp=sharing
https://miro.com/welcomeonboard/ghck4LmOT7YxexbXZHWPSvmxC67japxAdyuHp8bHpeJHehnrxR8AHOfIwnLXiUMR
Meeting ID: 990 8460 8282
Meeting Password: 948046
https://zoom.us/j/990846082
82?pwd=SjlJa2ZYbU9sZEhU
cU5QMk9mQmdWQT09
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Introduction
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Introduction:
What is LeSS Complete diagram: Principles, Rules, Guides, and Experiments?
What are some expected challenges with LeSS adoption?
Why is System Thinking and System Modelling so important in LeSS?
What makes LeSS is a Scrum-based approach on scaling? What is Local Optimization & Contract Game?
What impact does LeSS have on the organizational design (structures, policies)?
How can LeSS scale over to ~ 8 teams? Team Size, Sprint Cadence?
What differences exist in dynamics of component vs. feature teams? What are LeSS roles and their purposes?
Why is there only real PO and not so-called team POs (“TOO”) Why SM is a full-time role in LeSS?
What is the different between Product vs Project/Program/Portfolio?
What are LeSS Events & Coordination?
What about management in LeSS?
What is LeSS Huge?
Topics Covered and Functional Learning
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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…What is this course NOT
for?…
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How to Maximize Benefit from CLB?
Must Have: Foundational understanding of Scrum
Preferred: basic Scrum training/certification from a credible
source (ScrumAlliance.org or Scrum.org)
Preferred: hands-on experience with Scrum
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Senior Management
HR, Finance/Budgeting, Vendor Management
Coaches/Scrum Masters, Product Owners, Developers
Business: Customers and/or Users
Warm welcome to:
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LeSS:
The Big Picture & History
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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LeSS – The Big & Picture History
2008
2010
2016
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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https://seattlescrum.com/downloads/Why-Scrum-Isnt-Making-Your-Company-Very-Agile-v2.pdf
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Anticipated Obstacles
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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“Doing” agile
Terminology over-loading
“Best Practices”
Agile CoE (refurbished from other CoEs)
Re-writing Playbooks, Manuals, Internal Guides, etc
…other FADs….
Beware of Agile “Theater”
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
Challenges That LeSS Is Likely To Face
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Embracing organizational complexity
Protecting existing power structures
Promoting Local Optimization
Protecting Role Security (not to be confused with Job
Security)
Creating dependencies on big commercial scaling
solutions that are “in trend and style”
•John Kotter – Resistance to Change
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Awareness of Agile “Theater”
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Awareness of Agile “Theater”
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Management In LeSS
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Informed Consent
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Management NOT Supportive of LeSS
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Henry Fayol
Pioneered the study of
principles and functions of
management. Developed
management functions:
• Planning
• Coordinating
• Organizing -Controlling
• Commanding
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“…if you are telling me what to do, show me how to do it…”
Managers Teachers
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
Managers - to do 'Go See' (Gemba)Managers, as capability builders and enablersLess command & controlling; more empowermentTeachers and Mentors
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Management in LeSS
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Management in LeSS
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Job & Salary Safetybut not
Role Safety
Management in LeSS
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Why LeSS?
Three Adoption Principles
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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LeSS Adoption, as a Sushi Roll
http://www.keystepstosuccess.com/2017/08/agile-organization-as-a-sushi-roll/
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Three (3) Adoption Principles of LeSS
Deep and narrow over broad and shallow
Top-down and bottom-up
Use volunteering
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Broad & Shallow VS. Deep & Narrow
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Top Bottom & Bottom UpSuperficial
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Use Volunteering
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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When selecting a product group for LeSS adoption
When letting people in (product group)
When letting people out of (product group)
When forming teams
When creating Communities
When teams pick up backlog items during PBR
When teams pick up backlog items during Sprint Planning
When team members pick up backlog items during Sprint
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Understanding
System Thinking
and
System Modelling
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Causation vs. Correlation
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
What is the difference?
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Source : http://less.works/less/principles/systems_thinking.html
System Modelling with CLD (example)
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Source: https://www.scrumalliance.org/community/articles/2016/july/from-the-less-toolbox-causal-loop-diagrams-to-visu
System Modelling with CLD (example)
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Causal Loop Diagrams (CLDs): Annotations
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Group Activity (Agile “Big Bangs”)
Exercise
Duration: 10 min
Class: in-groups, brainstorm what could some
reasons for Big-Bang Superficial Agile
Transformations and what they may lead to.
Method/Tool: System Modeling with CLD
Instructor: review with Class
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Suggested Solution (Agile “Big Bangs”)
Likelihood of getting poor
guidance
Goal: The whole organization
must ‘do agile’ very soon
Impression that many
coaches are required for
this
Turning to VMS for ‘preferred staffing firms’
Turning to big consultancies
for help
Traditional staffing, with very low
quality ‘coaches’ (cheer leaders)
Likelihood of getting ‘best practices’
installations and ‘DDT’ transformations
Likelihood of seeing real,
tangible results
Likelihood of ending up with
“unwrap & install” cookie cutting
approach
o
False sense of completion: “
we are all agile now?
Trust and faith in agility and agile coacheso
o
o
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5 min Break
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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LeSS IS Scrum (Size, Sprint Cadence, Dynamics)
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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LeSS is Scrum-based Approach
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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LeSS is NOT
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Control C
Control V Control C
Control C
Control C
Control V
Control V
Control V
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Beware of Scrum Anti-Patterns
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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LeSS is not: Many teams doing their own Scrum
LeSS is: 2-8 teams scrumming together (on same Product)
YESNO
LeSS Is Scrum with 2-8 Teams
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Different people with strategy, and vision, setting a different course
Same person with strategy, and vision, setting a unified course
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LeSS adoptions require months of preparation. (LeSSHUGE adoptions are incremental, not “all-at-once”)
LeSS is no more than 70+/- a few, people: don’t try to bite more than you can swallow
2-8 Teams One Product. One Product Owner. One Backlog.
Size of LeSS Adoption
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Sprint Cadence in LeSS: One LeSS Sprint
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Team A Sprint Team A Sprint
Team B Sprint Team B Sprint
Team C Sprint Team C Sprint
Team D Sprint Team D Sprint
Team A Sprint …
Team B Sprint …
Team C Sprint …
Team D Sprint …
Sprints are parallelized,
not staggered
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Sprint Cadence in LeSS
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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The Contract Game
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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The “Contract Game” (22-44min), by Craig Larman
What is INTERNAL CONTRACT?
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Group Activity (Internal Contracts)
Exercise
Duration: 10 min
Class: in-groups, think of how (legal) contracts, if
‘translated’ into an internal contracts, could lead to
organizational dysfunctions. Work with provided
system variables to create a model.
Method/Tool: System Modeling with CLD
Instructor: review with Class
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
https://miro.com/welcomeonboard/zUotxFBlLrQbsmN8kHCYR9ws4mD6q9pR1fGXxstWsffclKKhTGQmipwnyHHJr09V44
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Suggested Solution
Goal: Deliver on Time, on Budget,
on Scope
Illusion that “fixed
everything” SOW with vendors will
guarantee successo
Likelihood of seeing healthy
Scrum and successful iterative delivery
Likelihood that vendor workers will be
‘managed’/babysat by “senior” engagement
leads
Likelihood that ‘us vs. them’ mindset
will prevail in a relationship b/w a vendor and client
Chances that properly structured Scrum team can be built from internal and external people
Need for command & control, PMO involvement
Likelihood that Product Owner is empowered
to control resources/budget
Likelihood of getting low
quality experts from vendors
Quality of directinteraction b/w client workers and vendor
workers (actual doers)
o
Making customers
happy. Building
trust.
o
Budget micro-management.
Wanting to save $ everywhere.
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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o
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Day 2
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Organizational Design
&
Local Optimization
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This May Not Be Obvious to Everyone
Organizational STRUCTURE –
is the 1st Order Factor (Variable) that has impact on everything else inside ECOSYSTEM.
Everything else just follows: culture, mindset, behaviors, norms, values, processes, policies
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This is what some less experienced agile coaches do not stress, when they coach senior management
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Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
This May Not Be Obvious to Everyone
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Local Optimization in Roles
(“This Is Not My Job”)
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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What is Local Optimization?
"Everyone is busy and working so hard. Yet, the system is delivering slow and Users are not happy"
How could that be?
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Zero Sum Effort
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Title: "Rearranging Deck-Seats on Titanic"
Summary: Intermediate Senior !!!! Business Analysts Product Owners (proxies) talk to Users and write BRDs User Stories for developers, and answer developers’ questions
And arguments we hear: Efficient Productive Best Good Optimized Ideal Cost-Effective
Now we are Agile!!!
Tonight’s Play in Agile Theater
Local Optimization In Roles
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Local Optimization In Roles
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Source: http://www.keystepstosuccess.com/wp-content/uploads/2019/01/pp_architects.jpg
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Local Optimization In Roles
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Source: http://www.keystepstosuccess.com/wp-content/uploads/2018/07/cartoon_brd_assembly_line.jpg
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Seeing (Hearing) Local Optimization in…
Also at: https://less.works/less/principles/systems-thinking.html#Seeing(andHearing)LocalOptimization
Backlogs Role Definitions
Team Structures Org. Structures
Definition of DoneDocumentation
Product Design Goals & Metrics
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Exercise
Duration: 10 min
Class: in-groups, brainstorm some of the most
common examples of Local Optimization in your
respective organizations. Work with provided
system variables to create a model.
Method/Tool: System Modeling with CLD
Instructor: review with Class
Group Activity (Local Optimization)
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
https://miro.com/welcomeonboard/zUotxFBlLrQbsmN8kHCYR9ws4mD6q9pR1fGXxstWsffclKKhTGQmipwnyHHJr09V 56
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Suggested Solution (Local Optimization)
Goal: To ensure that
all developers
work efficiently
Expecting work form people,
based on what they do best
Likelihood of people, relying only on their
primary skill set and domain knowledge
Likelihood of willing to learn new skills and
domains
o
Having multiple, single-skillet-centric
and component-centric (private) backlogs, PBIs
Ability of Product Owner to prioritize a backlog, from a
customer’s perspective
o
Likelihood of making real customers happy
and having System/Global Optimization
||Promoting individual
performance, NOT team performance
Trust, respect, support, healthy
organizational culture
o
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Impact of LeSS On Org. Design/Structure
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• Book Summaries• http://www.keystepstosuccess.com/2016/08/implementing-beyond-budgeting/• http://www.keystepstosuccess.com/2016/02/quotes-from-get-rid-of-the-performance-review-how-companies-can-stop-
intimidating-start-managing-and-focus-on-what-really-matters-by-culbert-samuel-a-laurence-rout/• http://www.keystepstosuccess.com/2016/02/quotes-from-punished-by-rewards-the-trouble-with-gold-stars-incentive-plans-as-
praise-and-other-bribes-by-alfie-cohn/
• Proper Scaling of Scrum and Dynamic Financial Forecasting• http://www.keystepstosuccess.com/2018/02/proper-scaling-of-scrum-and-dynamic-financial-forecasting/
• Gap Between Science and Business• http://www.keystepstosuccess.com/gap-between-science-and-business/
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Feature Teams
vs.
Component Teams
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Feature Team Key Characteristics
https://less.works/resources/graphics/index.html
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
Basic Scrum ;)
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Local Optimization In Backlogs and Teams
Structure – Classic Example
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Component Teams
Classic Example of Local Optimization
Business Layer
UI/UX
DBA
Web Service
Component A
Component B
4 people
5 people
7 people
4 people
3 people
6 people
Single-specialty
Workers
System Component Component Manager
No Team ‘Tsars’
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Component Team
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Component Team - Cont.
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Feature Team
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Sourced from LeSS training materials of C. Larman and B. Vodde
Component & FeatureTeams: Side by Side
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
Coordination
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• Fake Scrum• “Wagile”• Mini-waterfall
Sourced from LeSS training materials of C. Larman and B. Vodde
Beware of Mini-Waterfall in Scrum Clothes
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“All good Java developers are in Boston”…“The best SQL experts are in Bangalore”
Really?
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
Team Location in LeSS
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Site 1
Site 2
Site 1
Site 2
PO
Distribution inside team Team colocation within site
AVOID TRY
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5 min Break
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LeSS Product
vs
Project/Program/Portfolio
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Which Product “Dimension” Holds Real Value?
Component
Component
Component
Component
Component
Component
Component
Component
FEATURE
FEATURE
FEATURE
FEATURE
FEATURE
FEATURE
FEATURE
FEATURE
FEATURE
FEATURE
FEATURE
FEATURE
FEATURE
FEATURE
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$ $ $ $ $ $ $ $ $ $ $ $ $ $
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How Do you Define Your Product?
component component
component
component
component
component
component
component
component
component
component
component
component
component
com
po
nen
t
component component
component
Exercise: Bricks and Snakesproduct Bproduct A
product C
com
po
ne
nt
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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1
2
3
4
5
6
Team 1 Team 2 Team 3 Team 4 Team 5 Team 6
Team 1/2/3/4/5/6
Team 1/2/3/4/5/6
Team 1/2/3/4/5/6
Team 1/2/3/4/5/6
Team 1/2/3/4/5/6
Team 1/2/3/4/5/6
P
R
O
D
U
C
T
A
Component Teams
Feature Teams
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Fake Product Portfolio
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Fake Product Portfolio
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Now… unrelated ‘Body of Work’ becomes a
product
Need to coordinate and manage Fake
Portfolios
Need to coordinate and manage Fake
Programs
Need to coordinate and manage Fake
Projects
Now… component teams align with Fake
Products
Now… component teams end up with
teams’ private backlogs
LOCAL OPTIMIZATION
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Fake Product Portfolio
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Self-Inflicted Wound: Local Optimization
fake project
fake program
fake portfolio
Requires complex management and reporting structure with multiple translation layers of management bureaucracy
fake program
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fake project fake project fake project fake project fake projectfake project
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Moment of Self-Assessment
Browser/client-side, or front-end/GUI layer Server-side/back-end Component or componentization module Library Common platform (not directly sold) Service or API (not directly sold)
Q: Do you consider these as your 'products' or 'projects‘?
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Product Definition in LeSS
PRODUCT
Organizing by Business Value and Customer Centricity
Expanding Product as wide as possible
Constraining Product to keep it reasonably manageable
Maintaining single Product Backlog (not multiple, private
team backlogs)
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Group Activity (Product Definition)
Exercise
Duration: 10 min
Class: in-groups, brainstorm some of the most
common pitfalls in defining a product. Work with
provided system variables to create a model.
Method/Tool: System Modeling with CLD
Instructor: review with Class
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
https://miro.com/welcomeonboard/zUotxFBlLrQbsmN8kHCYR9ws4mD6q9pR1fGXxstWsffclKKhTGQmipwnyHHJr09V79
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Suggested Solution (Product Definition)Goal: To define a real Product
Likelihood that real customers and/or key users will be
identified and involved
Proper and clear Product
definition exists
o
The need of having ‘Technical Bas’/PO-
proxies writing stories and being
responsible a backlog.
Likelihood that there will be attempts to
define a product from technology
perspective
o
Likelihood that technical backlogs,
technical component stories,
etc. - are used to describe a product
Likelihood of finding a REAL Product Owner
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
Likelihood that locally optimized
component teams will be pretending
that they ‘do Scrum’
Amount of UnDone(unfinished) work at
the end of each sprint. Need for ‘integration’ sprints, coordination…
Overall, degree of organization’s overhead and
inefficiency produced
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Day 3
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Group Activity (Fake Pro- jects/gams)
Exercise
Duration: 10 min
Class: in-groups, brainstorm some problems that
could be caused by fake projects, programs and
portfolios. Work with provided system variables to
create a model.
Method/Tool: System Modeling with CLD
Instructor: review with Class
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Suggested Solution (Fake Pro- jects/gams)
Goal: Have a perfect strategic plan, road-map, Vision, Mission, OKRs, KPIs, etc.
Likelihood for a big fake portfolio
to exist
CEO’s need to see what
organization is doing, as a
whole
Obsession with ‘strategic
alignments’, metrics and
reports.
Perceived need to ‘roll up’ many fake programs in to a
portfolio (need for Prf. M)
Perceived need to ‘roll up’ many
fake projects into a program (need
for PrM)
Ability to define a real product and do
real product development
o
Perceived need to create fake projects (need
for PMs)
False sense of ‘we got it all under
control’ from CEO perspective
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
Number of people looking for ways to stay busy (left-over
people)
83
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LeSS Roles
LeSS Responsibilities
LeSS Relationships
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• External: Product Manager
• Internal: Manager of Business Function
Product Owner: Who Is The Best Candidate?
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Sourced from LeSS training materials of C. Larman and B. Vodde
Product Owner: 5 Relationships
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
2
1
34
5
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Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Product Owner: Avoid This Dysfunction
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Sourced from LeSS training materials of C. Larman and B. Vodde
Product Owner: Prioritization vs. Clarification
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Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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No Team Output Owner (“TOO”)
https://www.youtube.com/watch?v=cr2rjaGmUzo
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Team Output Owner (TOO): “More-More-More”
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https://seattlescrum.com/downloads/Why-Scrum-Isnt-Making-Your-Company-Very-Agile-v2.pdf
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Team Output Owner (TOO): Local Optimization
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https://seattlescrum.com/downloads/Why-Scrum-Isnt-Making-Your-Company-Very-Agile-v2.pdf
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Team Output Owner (TOO): “Accountability”
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https://seattlescrum.com/downloads/Why-Scrum-Isnt-Making-Your-Company-Very-Agile-v2.pdf
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Team Output Owner (TOO) Local Optimization
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93
https://seattlescrum.com/downloads/Why-Scrum-Isnt-Making-Your-Company-Very-Agile-v2.pdf
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ScrumMaster
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Scrum Master: Style of Engagement
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Project Manager Scrum Master
Coordination Facilitation
=/
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Sourced from less.works
Q: Is there HR Support for Scrum Master role?
Scrum Master: What is Misunderstood?
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Scrum Master: Focus
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Exercise
Duration: 10 min
Class: in-groups, brainstorm typical anti-patterns
associated with misunderstanding Scrum Master
profession ; use post-it notes to capture discoveries
Method/Tool: System Modeling with CLD
Instructor: review with Class
Group Activity (Scrum Master Role)
98
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Suggested Solution (Scrum Master Role)
Chance of succeeding
with real LeSSadoption
Chance of improving
organization design
“Ivory tower” of agile best practices
and cook books, defining SM role
Risks of having agile “Theater”, Broad & Shallow
adoptions
Likelihood that experienced, self-
learning Scrum Masters will have
freedom and safetyo
Goal: Create Organizational
Support for Scrum Master
as a Role
Note: This is a suggested solution. Not one-and-only solution.
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
Developing Scrum Master Community
co
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Team
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Team Maturation
Source: https://less.works/resources/graphics/index.html
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Source: https://less.works/resources/graphics/index.html
Feature Team Specialization
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Real Team vs. Fake Team
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Want MORE of Want LESS of
Stable teams that stay together and work on features for a long time
Temporary groups, created on a feature or project
Share all responsibility, as a team Individual responsibility only for ‘their’ part based on specialty
Self-management and self-direction PM-controlled work
Simple, flattened organizations. No matrix
Matrix organizational with resource pools
Full dedication a team Resource sharing and part time “membership”
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Want MORE of Want LESS of
Responsible Teams Single-Function Roles
Focus on Customer Documentation and “Contracts”
Teams that understand Requirements
Dedicated Analysts
Team ownership, inspection and adaptation
“Best practices” and prescriptive manuals
“Owning” “Renting”
Well understood existing/simple roles and processes
Additional, vaguely defined roles and processes
Real Team vs. Fake Team
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5 min Break
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Coordination in LeSS
(Outside of LeSS events)
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Relationships in LeSS
https://less.works/resources/graphics/index.html
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LeSS Events
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Sourced from https://less.works/resources/graphics/less-graphics.html
LeSS Events
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Q: Why Scrum Masters are NOT Representatives in Overall PBR?
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Q: Why SP2 does not require PO? Why multi-team SP2?
Sourced from https://less.works/resources/graphics/less-graphics.html
LeSS Events
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
110
Q: Why Scrum Masters are NOT Representatives Sprint Planning 1?
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Sourced from https://less.works/resources/graphics/less-graphics.html
LeSS Events
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Q: Why Scrum Masters are a part of Overall Retrospective?
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Technical Excellence LeSS
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…This is not specific to LeSS……This is just good-
old simple Scrum…
Technical Excellence
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
DoD
113
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Technical Excellence
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
Gradual Maturity
114
“Done” “Un-Done”
Unit testing UAT Performance Production
Current DoDEnd-of-Year goal for DoD
Two-year goal for DoDIn 5 sprints goal for DoD
Everything required to deliver PSPI
Expanding Done and Shrinking Un-Done
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Sourced from https://less.works/resources/graphics/less-graphics.html
Technical Excellence
Dealing with Un-Done Work
Release Sprints
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Sourced from https://less.works/resources/graphics/less-graphics.html
Technical Excellence
Dealing with Un-Done Work
Pipelining to Undone Department
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
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Sourced from https://less.works/resources/graphics/less-graphics.html
Technical Excellence
Dealing with Un-Done Work
Undone Department Finalizes
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LeSS Huge
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LeSS Huge
Avoid having multiple Requirement Areas for as long as possible
Any product backlog item belongs to one Product Area only
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Q & A
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What
Is
Next?
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What is Next?
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Source: http://www.keystepstosuccess.com/wp-content/uploads/2018/02/scrum_scaling_org_descaling-1.pdf
Gene Gendel, Certified Enterprise & Team Coach (CEC-CTC), Certified LeSS Trainer (CLT)
Less is More
123
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Relationships in LeSSTo be dissolved over time
https://less.works/resources/graphics/index.html
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Relationships in LeSS
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