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Scaling with LeSS
Kārlis Cinis
Scrum Master
Tieto, Product Development Unit
karlis.cinis@tieto.com
© Tieto Corporation
Public
Contents
• Natural growth
• LeSS
• Learnings from implementation
2
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Natural growth
© Tieto Corporation
Public
4
CEO
Dev
Business volume keeps growing.
How to increase speed?
© Tieto Corporation
Public
5
CEO
Dev
Test
Business volume keeps growing.
We lack programmers to code new features.
© Tieto Corporation
Public
6
CEO
Dev
Test
Dev
Components are agreed. Business volume keeps growing.
Testers become overwhelmed with amount of work.
© Tieto Corporation
Public
7
CEO
Dev
Test
Dev
Business volume keeps growing.
© Tieto Corporation
Public
8
CEO
D
Test
D
D
D
Components are agreed. Business volume keeps growing.
Testers specialize to test faster – front end and back end.
© Tieto Corporation
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9
CEO
D
T
D
D
D
T
D
D
D
D
Components are agreed.
But we need to check all components together.
© Tieto Corporation
Public
10
CEO
D
T
D
D
D
T
I
D
D
D
D
What if new features brake functionality from earlier sprints?
© Tieto Corporation
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11
CEO
D
T
D
D
D
T
I RT
D
D
D
D
CEO cannot handle such ammount of feature requests.
© Tieto Corporation
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12
CEO
D
T
D
D
D
T
I RT
BA
D
D
D
D
But who will decompose requirements to components?
© Tieto Corporation
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13
CEO
D
T
D
D
D
T
I RT
BA
A
D
D
D
D
This is complex. We need coordinetaion, deadlines, control...
© Tieto Corporation
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14
CEO
D
T
D
D
D
T
I
RT
BA
A
PM
PM
D
D
D
D
Who will take care of motivation and development of teams?
© Tieto Corporation
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15
CEO
D
T
D
D
D
T
I
RT
BA
A
PM
PM
D
D
D
D
Oops... We have next release with different emphasis.
© Tieto Corporation
Public
16
CEO
D
T
D
D
D
T
I
RT
BA
A
PM
PM
D
D
D
D
Oops... Next release again has different emphasis.
© Tieto Corporation
Public
17
CEO
D
T
D
D
D
T
I
RT
BA
A
PM
PM
D
D
D
D
Oops... Again, next release has different emphasis.
© Tieto Corporation
Public
18
CEO
D
T
D
D
D
T
I
RT
BA
A
PM
PM
D
D
D
D
How have we become so slow and expensive?
© Tieto Corporation
Public
Component team model
• Big organizations don’t have just 8 components – more like 500
• This model is
• It is characterized by:
• not optimized for value, but for busyness.
• Many or most working on no value adding items (extreme inefficiency)
• Lot of queues and bottlenecks (slow)
• Local optimization
• Nobody sees the whole, the big picture
• It is important to understand that Scrum is not possible for component
team. That would be fake Scrum – without addressing main issues.
19
© Tieto Corporation
Public
Feature team model
• Feature team model removes such groups, because
teams are cross-functional, cross-component
• Therefore basic requirement of Scrum and LeSS is feature teams.
• To implement LeSS in component model organisation you have to change
structure.
20
Public
LeSS
© Tieto Corporation
Public
22
LeSS
© Tieto Corporation
Public
23
Rules – LeSS Huge
Public
Learnings from
implementation
© Tieto Corporation
Public
What could be improved?
• Everybody does everything
• Communicate not only what, but also why
• Implementing fast is possible, but I wouldn’t suggest
it (lose people and speed)
• Extreme team mixing is not the best approach
25
© Tieto Corporation
Public
What was good?
• Migrated to LeSS (good start)
• Transparency
• Reduced bureaucracy
• Focus on most important things
• Learning new functionalities, prog. languages and disciplines
• Teamwork increased
• Started to get stories and not requirements
26
Public
Kārlis Cinis
Scrum Master
Tieto, Product Development Unit
karlis.cinis@tieto.com

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“Scaling with LeSS” by Kārlis Cinis from Tieto Latvia at Large Scale Agile focused 59th DevClub.lv