Large Scale Scrum (LeSS)
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
