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Large Scale Scrum (LeSS)

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Large Scale Scrum (LeSS) is a framework explaining how we can scale out usual scrum into organisational level when the project or the organisation is big in size and scattered.

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Large Scale Scrum (LeSS)

  1. 1. Large Scale Scrum Sandun Perera Geveo Australasia 4th May 2016 LeSS
  2. 2. The Scrum • Team size is 7 ±2 members • Daily scrum meeting • Scrum Master • Product Owner • Product Backlog • Sprints • Demonstrations • Sprint Retrospectives
  3. 3. Does Scrum work for us? • One product one team • Matured team members • Single point of Product Owner and Scrum Master • Specific customer base • Centralized development environment • Sprint release is success or failed, nothing in between
  4. 4. Business structure
  5. 5. What are the problems? • Cost of production was very high • Single codebase but multiple integration points • Lots of dependencies between teams • Too many managers/leads to deal with dependencies • Many Product Managers for same product from different regions • Difficult to prioritize PBIs • Cycle time was 6 weeks • Small fake products • Separate testing team
  6. 6. What we need? • Respond faster to business • Reduce production cost • Reduce deployment time • Avoid production issues
  7. 7. Why LeSS Framework?
  8. 8. What we achieve?
  9. 9. Brainstorming • What is our product? • How to build autonomous team and still align to overall product? • Is our team is customer-centric feature team? • How people management role mapped with feature team?
  10. 10. What is LeSS principal?
  11. 11. How to apply Scrum? • Avoid Queue – Minimize queue by limiting WIP, minimize overproduction and avoid blocking bandwidth • Avoid hand-off • Quality supposed to be built-in not inspected • Avoid unwanted meetings like Scrum of Scrums (SoS) or calibration • Don’t change team dynamics • Create automated acceptance tests for all features • Continuously refactor the code so it is of high quality • Immediately fix broken code
  12. 12. What is Large Scale Scrum? • Large-Scale Scrum is Scrum and it is not new or improved scrum as stated by Craig Larman and Bas Vodde. • LeSS is also not a framework to apply at team level instead it is scrum scaled on all the levels. • Large-scale Scrum, like regular Scrum, is a framework for development in which the details need to be filled in by the teams and evolved iteration by iteration. It is a collection of suggestions for inspecting and adapting the product and process when there are many teams—at least two teams and up to groups of 500 or 1000 people. LeSS
  13. 13. What are LeSS Principals? • Large-Scale Scrum is Scrum – LeSS doesn’t introduce any new role till 8 teams. Beyond 8 team the only role that get introduced is APO (Area Product Owner). • Empirical Process Control – Inspection and Adaption of the product, processes, and practices based on Scrum, rather than following a detailed formula. • Transparency – Based on tangible “done” items, short cycles, working together, common definitions, and driving out fear at workplace. • Whole-product focus – One product backlog, one product owner, one product increment, one sprint regardless of number of team.
  14. 14. What are LeSS Principals? • Customer-Centric – Identify values and waste in the eye of paying customer. Increase feedback loops with the real customer. • Continuous Improvement towards Perfection – Do I need to tell you? This is all about Scrum I believe. • System Thinking – See, understand, and optimize the whole system. Avoid local optimization. • Lean Thinking – Create an organizational system whose foundation is managers-as teachers who apply and teach system thinking, manage to improve. All towards to the goal of perfection.
  15. 15. Wastages in Software Development • Waiting/Delay • Handoff • Partial done work • Task switching • Defects • Under-realize people's potential • Knowledge Scatter • Wishful thinking • Many more…..
  16. 16. Agile Principals • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. • Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale • Business people and developers must work together daily throughout the project. • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. • The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. • Working software is the primary measure of progress. • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. • Continuous attention to technical excellence and good design enhances agility. • Simplicity - the art of maximizing the amount of work not done is essential. • The best architectures, requirements, and designs emerge from self-organizing teams. • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. LeSS is Scrum
  17. 17. Reference • Colombo Agile Conference 2016 LeSS is Scrum By Naveen Kumar Singh, Certified LeSS Practitioner LeanPitch Technologies Private Limited /ColomboAgileConference • LeSS
  18. 18. Get things cleared…