“Bad scaling is one of the biggest ‘agile problems’ of modern days for companies.
Bad scaling is one of the three (the other two are : “agile tools” mania and falling a victim to big consultancies’ industrial model [see/play Dave Snowen’s view here:
Bad scaling comes in the form of trivializing agility at is core, weakening agile roles, plagiarizing and relabeling someone else’s experiments and calling them ‘operating models’, copy-pasting Scrum and Scrum roles into Fractal Geometry that look great on paper.
Are there better ways to work? Probably not, if the ultimate goal is to relabel existing enterprise complexity with fancy agile terminology and then call it “enterprise scaling”. But there could be better ways to work if an ultimate goal is to simplify existing complexity (de-scale), and by doing so, improve your chances to scale agile ways of working (e.g. do Scrum, by more than one team, working for the same Product Owner, on the same product, out of the same backlog).
In this session, Gene will expose some classic pitfalls of bad scaling and will recommend how, more good things could be done with less stuff,…how things could be done better, using Large Scale Scrum (LeSS).”
Another engaging and highly interactive Certified LeSS Basics (CLB) virtual class is complete. People attended from many corners of the map: NY, NJ, FL, MO, IL, NC, Peru, Bangladesh. The students engaged in a highly interactive collaboration, with questions and exercises, using Causal Loop Diagram (CLD) technique, exploring the following topics: Agile Big-Bangs, Internal Contracts, Local Optimization, Product Definition, Fake Projects/Programs/Portfolios, Scrum Master Role, Fooling with Tooling. Note: the below graphics are not conclusive decisions or ‘best practices’. They are just an example of brainstorming, based on each teams members’ experience.
There are things that coaches need to do prior to engaging with a client company
Coaches need to know about challenges they might be facing while trying to engage with a company
There are some practical things coaches and companies can do to set up the engagement for success
Things that hiring companies need to know about a coaching profession
Advice for hiring companies to not shut doors (intentionally or unintentionally) in front of experienced coaches, without opening up flood gates for charlatans, cheer-leaders, and ‘best-practices” experts
Have you ever found yourself in a situation, where you feel that you have so much great value to bring to your potential client, that you are so much better than anyone else they may have considered for the role so far …. yet, a client is hesitant to bring you in? Why?…
Another engaging and highly interactive Certified LeSS Basics (CLB) virtual class is complete. People attended from many corners of the map: UK, USA, Canada, Argentina, Spain, Kuwait, Australia. The students engaged in a highly interactive collaboration, with questions and exercises, using Causal Loop Diagram (CLD) technique, exploring the following topics: Agile Big-Bangs, Internal Contracts, Local Optimization, Product Definition, Fake Projects/Programs/Portfolios, Scrum Master Role, Fooling with Tooling. Note: the below graphics are not conclusive decisions or ‘best practices’. They are just an example of brainstorming, based on each teams members’ experience.
System Modelling: Agile Big-Bangs
System Modelling: Internal Contracts
System Modelling: Local Optimization
System Modelling: Product Definition
System Modelling: Scrum Master Role
System Modelling: Fooling With Tooling
System Modelling: Fake Projects, Programs, Portfolios
Dr. Wolfgang Richter is the founder and CEO of JIPP.IT GmbH (http://www.jipp.it/), an Agile Change Agency. He is a Certified Scrum Trainer (CST), Certified LeSS Trainer (CLT) and Coach and works with Scrum and Agile Methods since 1998. He and his team specializes in improving processes and structures by using agile methods and principles. Agile Transformations is one of the main activities. Scrum and LeSS are his preferred approaches for internal and customer driven projects.
This is going to be a fun story. Lots of IRONY.
When an organization hits Large-Scale Scrum, it is most likely to begin with a fake adoption. Scaling per sé is not easy. And it is not recommended. However, large enterprises rarely have a choice. So what can be done to handle the burden of scaling? Which pitfalls can be observed regularly? What is against all odds likely to succeed?
One of the most powerful techniques to understand organizational design and dynamics is to model them, with your colleagues, in front of a white board. Not according to ‘best practices and cook books 😉 but based deep system thinking and shared understanding, by all participants.
But what if you cannot get together in front of a white board???
Miro Board In combination with Zoom (shared session & team rooms), will give you an opportunity to collaborate on-line – together by diverging into teams and converging in a large group. Lets try this together!
Since Large Scale Scrum (LeSS) is NOT a ‘methodology’ or ‘set of tools’ but an organizational design framework, system modelling is its critical part. But even if it was not for LeSS, understanding the way your system (e.g. enterprise) behaves could be very powerful.
Please, note, once you learn this stuff, you will not be able to ‘unlearn’ it and your knowledge could be viewed by others, as dangerous 😉 (and frustrating to you).
In this session, we will try bringing real life system modelling conversations (please, see examples of images from past LeSS training below to gain understanding) into a virtual session.