LeSS - SUG Rhein-Neckar - Mannheim
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Präsentation zum Vortrag 'Large Scale Scrum' für die Scrum User Gruppe Rhein-Neckar am 20.6.2016 in Mannheim.
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LeSS - SUG Rhein-Neckar - Mannheim
- 1. Large Scale Scrum Peter Beck Foto: Wikipedia
- 2. Agenda »Herausforderungen zur Skalierung »Das LeSS Rahmenwerk erkunden »Lean Kaffee
- 6. “ “-- director of SAGE program 1950’s -- Frederick Brooks at Mythical man-month, 1975 Don’t! - Adding more people just makes you slower.
- 9. APOXI Projekt 2006 Benq Siemens >1000 Mitarbeiter, 5 Standorte, 3 Länder
- 11. 5 Teams 2007 - Bwin
- 13. Scrum of Scrums 2008 - Bwin
- 16. Agile Scaling Cycle Abhängigkeiten reduzieren Abhängigkeiten erkennen Abhängigkeiten managen Stefan Roock, Peter Beck
- 20. gewünschte Kultur § §§ § § Prinzipien Praktiken und Rahmenwerke gelebte Kultur Verhalten Erfahrung
- 21. Craig Larman & Bas Vodde
- 22. Daily Scrum Sprint Planning 2 How?Overall Retrospective Retrospective Sprint Review Sprint Planning 1 What? Sprint +1Spri nt +nSpri nt +2Spri nt Refineme nt Product Owner Product Group Scrum Master Team Team 1 Team 2 max ...8 Sprint Goal Definition of "Done" Sprint Backlog Increment Product Backlog MultipleTeam Scrum OneScrum Team Large Scale Scrum
- 23. #1 LeSS is Scrum LeSS: Multiple teams work on a single product using Scrum. All Scrum principles and rules apply to LeSS. Before getting into LeSS, start with understanding and practicing one-team Scrum.
- 24. #2 More with Less LeSS changes the organization by applying a fundamental structure people need to follow. This fosters new experiences which finally shift the existing organizational culture towards Agile. On the other side the Framework provides enough space, so that the organization can improve continuously. The key is to avoid adding more overhead. Try experiments instead and learn from them, before adding long-lasting rules beyond LeSS.
- 25. #3 Transparency All Less and Scrum principles depend on transparency. At scale it becomes even more critical to create an unfiltered view on the status of product development, because the direct communication between the individuals is getting lost when more people are involved.
- 26. #4 Continuous Improvement Toward Perfection LeSS is a big change for many organizations. Be aware, that this change does not mean improvement in the first place. LeSS enables the organization to start getting better. Striving for perfection through continuous improvement remains a major factor.
- 27. #5 Whole Product Focus Teams tend to sub-optimize for their specific goals even stronger as individuals do. This is why the biggest challenge teams have is to integrate their work. The only way to help them is to make the purpose of the whole product as clear as possible, focus every individual on the whole product and empower the teams to define aligned subgoals by themselves, if necessary.
- 28. #6 Customer Centric Only teams directly interacting with the customer can maximize the value of a product. Organizations unfortunately tend to decouple the teams from the customer, as soon they grow larger. To mitigate that, ensure that teams are centered on the customers and their needs.
- 30. Huge