Category Archives: Scrum

06/16 – LESS TALKS: Customer Proximity in LeSS


(Note:  Please, start playing from 3 min 30 sec)

Materials used

A great talk by Viktor Grgic – an Agile Coach, software developer and Certified LeSS trainer, from Hong Kong.Viktor’s Synopsis:

Do we really need a Product Owner? How far can we go by having many teams working directly with customer? How does it look like in reality. We will explore how LeSS principles of Customer Centric and Whole Product Focus are fulfilled in real life LeSS adoptions. The challenges and considerations that come along. We will also explore a very common difference in understanding of Scrum: how a team works together with PO vs directly with customer.

Additional assets recommended:

Upcoming Training (group discount: group_disc):

06/09 – LESS TALKS: Never-ending saga with Estimation. Can LeSS help us debunk this?

 

Materials used

Additional assets recommended:

Upcoming Training (group discount: group_disc):


Synopsis:

For so many companies, inability to estimate -> forecast –> budget –> manage expectations of clients/users/management is a big issue.
This is not surprising.Under assumption that everyone understands
Scrum and has first-hands experience with all of the below:

  • “Our teams cannot accurately estimate work”
  • “Our teams are not stable and not dedicated. Capacity is unpredictable”
  • “Not everyone is cross-functional and everyone does their own work. What is the point of estimating together?”
  • “Our teams get confused with historical Velocity-driven planning vs. Capacity-driven planning. When to use what and why?”
  • “Our teams have hard dependencies on other teams. Some resources are shared. What can we do?”
  • “Our estimation and metrics get so-so fudged, as they roll up through multiple organizational layers to the top”
  • “Our organization is fractal: one PO per one team, each team works in a silo. We cannot “standardize” estimation”

And most of the below:

  • -“Individual teams are more or less OK, with estimation, but how to we ‘normalize’ estimation across multiple teams?”
  • -“How do we ‘scale estimation’, so that our sr. management can get a sense of how much work we have?”
  • -“When is the best time to estimate? How provides estimates?”
  • -“How can we effectively estimate with many developers not be co-located?”
  • -“When and where is knowledge about the estimated work being used?”

Let’s talk about how most of these problems can be addressed in Large Scale Scrum.
Instead of implying that LeSS is a silver bullet or blanket solution to everything, lets focus on specific dynamics of LeSS, with respect to:

  • specifics of LeSS product group design
  • intimate synergy between teams
  • roles & responsibilities, artifacts & events

in order to understand WHY estimation and forecasting by LeSS product group (e.g. 50 developers) would be more reliable than the same, done by e.g. 50 developers of a traditionally-designed organization.

05/28 – LeSS Adoption,Principles and Conditions for Success @ Adelaide (Australia) – Agile Community

 

Materials presented – TBD

05/28 – How to Identify “Agile Masquerades”? What Alternatives Could We Offer Instead? @Agile Munich

Materials presented

05/27 – LESS TALKS: Scaling Agile Monthly Meetup – South Florida Agile Association

Materials presented

Additional assets recommended:

 

ALI in partnership with Agile Beer presents: LeSS – A Descaling Framework

A great opportunity to present to two Ireland meetups, at once:
Agile Lean Ireland and Agile Beer.  More than 150 people joined, with many great questions.

Synopsis:
Although LeSS is a scaling framework, in reality it requires organizational de-scaling.  It is also, organizational design framework that helps to address core elements of organizational design: HR policies, finance/budgeting, vendor management, site strategies – areas that are not too comfortable for many companies to address.

System and Lean thinking drive understanding of LeSS.
LeSS is not about: ‘best practices’, maturity metrics, RAGs, KPIs, tools, and operating models.

LeSS 3 adoption principles are:
1. Deep and Narrow (not broad and shallow)
2. Top – Bottom + Bottom – Up.
3. By Volunteering only


05/12 – LESS TALKS: Meet Diana Larsen: “How do limits empower your Agility?”

On 05/12, a visionary pragmatist, Diana Larsen is co-founder, Chief Connector and a principal coach, consultant, and mentor at the Agile Fluency® Project spoke to Large Scale Scrum Meetup of NYC.  Diana co-authored the books Agile Retrospectives: Making Good Teams Great; Liftoff: Start and Sustain Successful Agile Teams; Five Rules for Accelerated Learning.   She co-originated the Agile Fluency® model and co-authored the eBook, The Agile Fluency Model: A Brief Guide to Success with Agile.

Diana’s Presentation:

Exercise on Types of Limits (Audience)

  • Limit: Definition of Done
  • Commit to just a small task (that contributes to a larger goal)
  • Sprint duration
  • WIP limits
  • Limits on what behavior is acceptable
  • Single-task until it hurts
  • Time-boxed scrum events
  • Limits to help teams: Only permit a story that has value directly to a customer
  • WIP, CONWIP, personal WIP, portfolio WIP, just Whip it
  • Brainstorm better, Focus your content, Give yourself deadlines
  • Limit to a number of organizational layers and managers
  • Sprint goals /product areas to reduce context switching and increase focus
  • Limits of emphasis on individual performance (in favor of team performance)