Agile requires a shift in mindset…..

Principles

Queueing Theory

• Understand how systems and queues behave in the R&D Domain

• Apply insights to managing queue sizes, work in progress (WIP) limits, multitasking, work packages and variability

Large-Scale Scrum is Scrum

It is not “new and improved Scrum.” LeSS is about applying the principles, elements, and purpose of Scrum in a large-scale context. Multiple-team Scrum, not multiple Scrum teams.

Transparency

Based on tangible ‘done’ items, short cycles, working together, common definitions, and driving out fear in the workplace.

More with Less

• In empirical process control: more learning with less defined processes.

• In lean thinking: more value with less waste and overhead.

• In scaling, more ownership, purpose, and joy with less roles, artefacts, and special groups

Whole-product focus

• One Product Backlog

• One Product Owner

• One potentially shippable product increment

• One Sprint—regardless if there are 3 or 33 teams

• Customers want the product, not a part

Customer-Centric

Identify value and waste in the eyes of the paying customer. Reduce the cycle time from their perspective. Increase feedback loops with real customers. Everyone understands how their work today directly relates to paying customers.

Continuous Improvement Towards Perfection

Create and deliver a product all the time, without defects, that utterly delights customers, improves the environment, and makes lives better. Do humble and radical improvement experiments each Sprint towards that.

Systems thinking

See, understand, and optimize the whole system (not parts), and explore system dynamics. Avoid the local and sub-optimization of focusing on the ‘efficiency’ or ‘productivity’ of individuals and individual teams. Customers care about the overall concept-to-cash cycle time and flow, not individual steps.

Lean thinking

Create an organizational system whose foundation is managers-as-teachers who apply and teach systems thinking and lean thinking, manage to improve, and who practice Go See at gemba. Add the two pillars of respect for people and continuous improvement. All towards the goal of perfection.

Sprint Planning

Split into two parts

Sprint Planning Part One

• Don’t need the whole team

• Set the sprint goal

• Select the product backlog items

• Divide the product backlog items between themselves

Sprint Planning Part Two

• Individual Development Teams

• Create a plan to finish the PBI and meet the sprint goal

• Planning in the same room

Sprint Retrospectives

Team Retrospectives

• Typical sprint retro

Overall Retrospective

• POs, SMs, Team Representatives

• A manager

Role of Manager

• Traditional managers often involved in what the actual work is and how to do it

• What to do = product owner

• How to work = the team

What the Manager Does

• See the whole

• Build capability to build great products

• Support for Scrum Masters - removing impediments and making improvements

• Still involved in strategic decisions - company and product

• Teaching

Traditional Silos

Scrum Team

Sprint Cycle

Channels or areas for documentation, communications and support