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.
Dr. Wolfgang Richter is the founder and CEO of JIPP.IT GmbH (https://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?
Another engaging and highly interactive Certified LeSS Basics (CLB) virtual class is complete. People attended from many corners of the map: London, NYC, Chicago, Sarajevo, Dayton, Santiago, Sao Paulo, Atlanta, Phoenix and Florida
Bjarte Bogsnes has a long international career, both in Finance and HR. He is a pioneer in the Beyond Budgeting movement, and has been heading up the implementation of Beyond Budgeting at Equinor (formerly Statoil), Scandinavia’s largest company. He led a similar initiative in Borealis in the mid-nineties, one of the companies that inspired the Beyond Budgeting model.
The level of VUCA; volatility, uncertainty, complexity and ambiguity in our business environments is at a record high. People also expect more from work than just a paycheck. How can we enable performance in these new business and people realities? How can we create more VUCA-robust management models, which also works with and not against human nature? How can we create a more engaging work environment, where people perform at their best because they want to, not because they are told to?This workshop will address how key principles in the Agile manifesto can work in running an entire organisation, where people and interactions are more valued than processes and tools, and where responding to change is more important than following a plan. You will get unique insights into Business Agility in practice, both from a managerial, financial and human perspective. You will benefit from Bjarte Bogsnes’ extensive experience. He has helped companies all over the world getting started on a Beyond Budgeting journey, including his employer Equinor (formerly Statoil) – where the budget (and much more) was kicked out in 2005. This and many other great case stories and practical examples will be shared.
Learn how to trust and empower without losing control, and how to redefine performance – with dynamic and relative targets (or no targets at all) and a holistic performance evaluation.
Understand how dynamic forecasting and resource allocation works, and also other examples of self-regulating management mechanisms, including transparency. Bjarte will also share insights into KPI pitfalls and bonus problems.
Learn from the fringes! Understand how management innovation can provide just as much competitive advantage as technology– and product innovation!
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.
First and most importantly: Ron Jeffries and Chet Hendrickson are long time friends and colleagues who both had a huge impact on what defines AGILITY.
Ron Jeffries is author of Extreme Programming Adventures in C#, the senior author of Extreme Programming Installed, and was the on-site XP coach for the original Extreme Programming project. Ron has been involved with Scrum, Extreme Programming, and Agile for over ten years, presenting numerous talks and publishing papers on the topic.
Ron is the proprietor of www.XProgramming.com, a highly-ranked source of Agile Software Development information. He was one of the creators, and a featured instructor in Object Mentor’s popular XP Immersion course. Ron is a well-known independent consultant in Scrum, XP and Agile methods, recently specializing in helping Scrum teams get Done-Done. Ron is one of the original authors of the Agile Manifesto. Read Ron’s post on ‘Dark Scrum’ at: https://ronjeffries.com/articles/016-09ff/defense/
Chet Hendrickson has been involved with Agile Software Development since 1996, when as a member of Chrysler’s C3 project he helped develop Extreme Programming. In 2000, Ron Jeffries, Ann Anderson, and Chet wrote Extreme Programming Installed. It detailed XP’s core practices, how to do them, and how they work together to help teams be successful.
Chet is the first signatory to the Agile Manifesto.
Since 2002, Chet has been an independent consultant, coach, and trainer. In 2009, he was asked by the Scrum Alliance to help develop the Certified Scrum Developer program. Chet and Ron Jeffries taught the first CSD course and continue to offer them in the United States and Europe. He has been a Certified Scrum Trainer since 2009.
Ron and Chet were the curators of the Scrum Alliance’s Agile Atlas website and in that function created the Alliance’s official Scrum description, Core Scrum.
Tsvi Gal is an accomplished technology business leader, the winner of the Einstein Award for technology excellence. Tsvi had served as CTO and CIO at a number of large enterprises: Morgan Stanley, Bridgewater Associates, Deutsche Bank Investment Banking, Time Warner Music Group and other companies. Tsvi has extensive experience in technology and operations, mostly in financial services, media and telecom.
In his recent career, Tsvi led the divisional Agile & DevOps transformation and the changes to the ways of work in technology, workforce strategy and front-to-back initiative.
Some questions presented & answered:
When someone wants to transform, it implies that there is a need to transform (change). What were some of the most pressing needs, in your experience, to go through changes? Something did not work? Was not efficient? Other?
How many people were involved in the transformation? How long did it take? Who was spear-heading this effort: internal coaches, external coaches, mix of both, PMO, etc?
How did you address HR related issues that frequently arise when agile teams are being stood up: individual performance appraisals, bonuses, promotions, career path?
Who provided guidance to technical excellence during the transformation? Technical coaches (internal, external)? Were teams using TDD, CI/CD?
Did you use any known agile frameworks ro scaling approaches? Or was it all internally defined?
DevOps vs. DevSecOps? Any difference? Is it dev practice or org. silo?
HR is years behind, when it comes to agility. Why? Do not blindly copy & paste (e.g. Spotify model)
On February 11, 2020, NYC Large Scale Scrum (LeSS) meetup was honored to host the event for a special guest-speaker Nicolas Chaillan – the first Air Force Chief Software Officer. Nicolas is also the co-lead for the Department of Defense Enterprise DevSecOps Initiative with the Department of Defense Chief Information Officer. His full bio is available here.