5. The sad truth
• Succeeding with one-team-Scrum is
difficult enough.
• You organization is probably bigger
than it needs to be.
• LeSS is not going to help you with
scaling your organization.
8. and…
There are no best practices.
Only good practices within a
specific context
The basic assumptions
Over complexity hurts agility
9. Larman's Laws of Organizational Behavior
1. Organizations are implicitly optimized to avoid changing
the status quo of middle- and first-level manager and
“specialist” positions & power structures.
2. As a corollary to (1), any change initiative will be
reduced to redefining or overloading the new
terminology to mean basically the same as status quo.
3. As a corollary to (1), any change initiative will be derided
as “purist”, “theoretical”, “revolutionary”, "religion", and
“needing pragmatic customization for local concerns” --
which deflects from addressing weaknesses and
manager/specialist status quo.
4. Culture follows structure.
17. 2016
Table of contents
1.More with LeSS
2.LeSS
LeSS Structure
3.Adoption
4.Organise by
Customer Value
5.Managers
6.ScrumMasters
LeSS Product
7.Product Owner
8.Product Backlog
9.Definition of Done
10.Initial PBR
LeSS Sprint
11.Sprint Planning
12.Sprint
Coordination and
Integration
13.Product Backlog
Refinement
14.Sprint Review
15.Sprint
RetrospectiveMore or LeSS
16.More or LeSS;
Architecture, DevOps
22. Scrum recommends that
the backlog is refined for
~2 sprints ahead
Items per spint per team: 3-4
For 8 teams: at any given moment
~100 backlog items.
25. Upcoming Certified LeSS
Practitioner courses
• April 19, 2017 - Riga, Latvia
• May 10, 2017 - Chicago, United States
• June 19, 2017 - Dublin, Ireland
• July 12, 2017 - Zurich, Switzerland
• August 1, 2017 - Hamburg, Germany
• Learn more at http://less.works