LeSS in the big bank a five-year journey.pdf
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We will trace the history of LeSS in a large bank from underground to the preferred framework from the perspective of 16 LeSS-like cases. I will tell how I grew LeSS and got a profit in the hostile organizational structure. I will share how I sold the LeSS framework to business people who hadn’t heard anything about Agile before and wanted to save their subordinate managers. How I helped middle managers understand their roles in the new LeSS context and how many of them were fired. In the end, I will explain 5 years of struggle between the corporate bonus system and the LeSS principle of a single goal for all teams of one product.
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LeSS in the big bank a five-year journey.pdf
- 1. LeSS in the big bank: a five-year journey Denis Tuchin
- 2. Denis Tuchin • Scrum Master since 2011 • Agile Coach since 2014 • LeSS Coach since 2017 • 6 own LeSS-like cases (20 teams) • Mentor of 10 other LeSS groups • 2021-2022 LeSS Huge case (28 teams)
- 3. The story of part of the big bank agile transformation •100+ tribes •1000+ products •3000+ Agile teams
- 4. Agenda • Business Benefits of LeSS Framework – How to sell it? • What to do with the "extra" leaders? • What needs to change in the reward system to achieve results?
- 6. Is Scrum flexible enough?
- 7. When the Scrum comes into the big product (typical case) Team (7±2) Team (7±2) Team (7±2) Team (7±2) Product Owner Product Owner Product Owner Product Owner Product Backlog Product Backlog Product Backlog Product Backlog
- 8. Urgent work appears Angry Manager who is responsible for the product
- 9. Team Team Team Team True Product Owner LeSS Framework suggest Single Product Single Backlog
- 10. LeSS Framework
- 11. LeSS Huge
- 13. With a single Product Backlog, you can be sure each team is working on the most important task
- 14. Example: Bank deposits mobile app Manager who is responsible for product Deposit Opening Deposit Closing
- 15. Single Backlog Deposit Opening Deposit Closing True Product Owner Business people like this because they can change priorities every sprint Happy Product Owner
- 16. What to do with “Team POs“? True PO Team PO Team PO Team PO Team PO
- 17. Don’t be hasty in firing extra managers • One company did away with the Team Lead role • It suggested Team Leads change the position • Team Leads felt they were demoted • Most Team Leads quit • Teams were not mature to coordinate their own work or make architectural decisions • Managers must delegate their responsibilities and power smoothly.
- 18. Role of Manager in LeSS Framework
- 19. What about real cases? 1. Dealing with Dev/Tech/Team Leads 2. Dealing with Team Product Owners
- 20. What if Dev/Tech/Team Lead is against LeSS? • Gives sound objections, but ready to discuss how to resolve these • Makes dubious arguments against change and he is unwilling to discuss these • Treathens others that everything will break down after changes or after his dismissal Two categories of managers
- 21. What to do with them? Series of one-on-one meetings (1-5) • Understands the value of change and becomes an ambassador among the teams • Becomes a dedicated Scrum Master or a community (competence) leader • Stays on own point of view and avoids you • You have to fire him or her leaves himself after the transformation Teams’ performance was grown
- 22. What to do with “Team POs“? True PO Team PO Team PO Team PO Team PO Business IT IT Business
- 23. If the Team PO is a business guy • Basically, a True PO is a Team PO’s boss • Typically, he/she is an experienced manager who knows what to say to whom to overcome resistance to change True PO Team PO CX Expert in team External Expert or Stakeholder Team PO who combined the responsibilities of a PO and a manager of another department Team PO
- 24. If the Team PO is an IT specialist • Becomes a community (competence) leader • Often he/she is happy to be freed from the administrative work so that they can focus on their areas of expertise True PO Team PO Team PO Community Leader Community Leader
- 26. Motivation system •Most large, old corporations have a bonus system. •It's legacy of times when it was believed that bonuses help motivate employees
- 27. Monetary motivation of knowledge workers Peter Drucker What Motivates the Modern Worker? Carnegie Mellon and others Large Stakes and Big Mistakes • Knowledge workers do not work more effectively when promised a bonus • Employees slightly motivated immediately after receiving a bonus (about 1 month) • Promising to pay a bonus at the end of the year does not increase efficiency.
- 28. pixabay • If an employee works a lot he makes more mistakes • Developer can code for 4-6 hrs/day • Promising pay more or pay for overtime won’t lead achieving the goal
- 30. First thing you need to do Abandon individual performance estimation, because the team achieves a common goal If you set individual goals for team members, and they all achieve their goals, you may not release the product
- 31. Individual goals •Tester goal: find as many bugs as possible •Analyst goal: create as much documentation as possible •Developer goal: release features as quickly as possible
- 32. Individual goals vs team goals • Individual goals of team members could contradict each other • The sum of team members’ goals does not result in a finished product • Common team goals stimulate collaboration • For Scrum team bonus should be connected to team goals
- 33. You have a department with 100 employee You can only pay a bonus to 30 people LeSS group bonus challenge Product 1: 50 employees Product 2: 30 emp. Product 3: 20 emp.
- 34. What do we do if we have a limit on the number of employees who can receive bonuses? Long-term solution: Limit the bonus fund, but not the number of people with bonuses Short-term solution: Give bonuses to the teams in the group by rotation LeSS group bonus challenge
- 35. Summary • LeSS allows flexible planning in a multi-team context • LeSS discovers toxic and useless managers • If you want to get all benefits from LeSS you must change the bonus system
- 36. What to read and watch LeSS.works – site about LeSS Craig Larman, Bas Vodde “Large Scale Scrum. More with LeSS” Drive: The surprising truth about what motivates us Daniel H. Pink “Drive: The surprising truth about what motivates us”