This book- Large-Scale Scrum: More with LeSS-is the third in the LeSS series, a prequel and primer.
To help people learn and based on our experiences with clients, in 20 we published two books on scaling agile development with the LeSS frameworks: We’ve been involved in adoptions of that size, of a few hundred people, and up to a LeSS Huge case of well over a thousand people, far too many development sites, tens of millions of lines of C++, with custom hardware. In terms of large, what’s a typical LeSS adoption case? Perhaps five teams in one or two sites. marketing platforms and brand analytics - Vendasta.telecom equipment - Ericsson & Nokia Networks.Today, the two LeSS frameworks ( smaller LeSS and LeSS Huge) have been adopted in big groups worldwide in disparate domains: So, since 2005 we have teamed up to work with clients to scale up Scrum. However, we both (Craig and Bas) became interested in-and got increasing requests-to apply Scrum to large, multi-site, and offshore development. In 2002, when Craig wrote Agile & Iterative Development, many believed that agile development was only for small groups. It’s not a component, platform, layer, or library. …on one product-What product? A broad complete end-to-end customer-centric solution that real customers use. …working together-The teams are working together because they have a common goal to deliver one common shippable product at the end of a common Sprint, and each team cares about this because they are a feature team responsible for the whole, not a part.
#POKERTH DISCUSSION PICTURE NOT SHOWING CODE#
…applied to many teams-Cross-functional, cross-component, full-stack feature teams of 3–9 learning-focused people that do it all-from UX to code to videos-to create done items and a shippable product. Scaled Scrum is not a special scaling framework that happens to include Scrum only at the team level. Like Scrum and other truly agile frameworks, LeSS is “barely sufficient methodology” for high-impact reasons.
#POKERTH DISCUSSION PICTURE NOT SHOWING HOW TO#
Rather, it’s about figuring out how to apply the principles, purpose, elements, and elegance of Scrum in a large-scale context, as simply as possible. And it’s not Scrum at the bottom for each team, and something different layered on top. LeSS is Scrum-Large-Scale Scrum (LeSS) isn’t new and improved Scrum. LeSS is Scrum applied to many teams working together on one product. And that naturally leads to thinking about large-scale Scrum. In the Scrum Guide and Scrum Primer, the emphasis is for one Team the focus is not many Teams working together.
It’s based on understanding that in development things are too complex and dynamic for detailed and formulaic process recipes, which inhibit questioning, engagement, improvement. It emphasizes continuous learning, inspection, and adaptation about the product and how it’s created. There is no project manager or team lead.Įmpirical process control requires transparency, which comes from short-cycle development and review of shippable product increments. A Scrum Master teaches why Scrum and how to derive value with it, coaches the Product Owner, Team, and organization to apply it, and acts as a mirror.
A small Team is responsible for delivering the Sprint goal there are no limiting single-specialized roles. A single Product Owner is responsible for maximizing product value, prioritizing items in the Product Backlog, and adaptively deciding the goal of each Sprint based on constant feedback and learning. Each timeboxed Sprint, a potentially shippable product increment is delivered and, ideally, shipped. Scrum is an empirical-process-control development framework in which a cross-functional self-managing Team develops a product in an iterative incremental manner.
One way is to make it so simple that there are obviously no deficiencies,Īnd the other way is to make it so complicated that there are no obvious deficiencies. Continuous Improvement Towards Perfection.Potentially Shippable Product Increment.
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