Large Scale Scrum
Peter Beck
Foto: Wikipedia
Agenda
»Herausforderungen zur Skalierung
»Das LeSS Rahmenwerk erkunden
»Lean Kaffee
Scaling
Foto: transit.berkeley.edu
Scaling
Foto: Wikipedia
Scaling
Foto: jens-fotostube.de
“
“-- director of SAGE program 1950’s

-- Frederick Brooks at Mythical man-month, 1975
Don’t! - Adding more
people just ma...
ComWin
2003
web.de
APOXI Projekt

2006 Benq Siemens
>1000 Mitarbeiter, 5
Standorte, 3 Länder
Scaling
Foto: transit.berkeley.edu
5 Teams
2007 - Bwin
Scaling
Foto: Wikipedia
Scrum of
Scrums
2008 - Bwin
Scaling
Foto: jens-fotostube.de
Herausforderung:
Abhängigkeiten
Agile Scaling Cycle
Abhängigkeiten
reduzieren
Abhängigkeiten
erkennen
Abhängigkeiten
managen
Stefan Roock, Peter Beck
Herausforderung:
Suboptimierung
Herausforderung:
Kultur verändern
gewünschte Kultur
§
§§
§
§
Prinzipien
gelebte Kultur
http://scaledprinciples.org
gewünschte Kultur
§
§§
§
§
Prinzipien
Praktiken und Rahmenwerke
gelebte Kultur
Verhalten Erfahrung
Craig Larman & Bas Vodde
Daily
Scrum
Sprint Planning 2
How?Overall Retrospective
Retrospective
Sprint Review
Sprint Planning 1
What?
Sprint
+1Spri
...
#1 LeSS is Scrum
LeSS: Multiple teams work on a single
product using Scrum. All Scrum
principles and rules apply to LeSS.
...
#2 More with Less
LeSS changes the organization by applying a
fundamental structure people need to follow. This
fosters ne...
#3 Transparency
All Less and Scrum principles depend on
transparency. At scale it becomes even
more critical to create an ...
#4 Continuous Improvement Toward Perfection
LeSS is a big change for many
organizations. Be aware, that this change
does n...
#5 Whole Product Focus
Teams tend to sub-optimize for their specific
goals even stronger as individuals do. This is why
the...
#6 Customer Centric
Only teams directly interacting with the
customer can maximize the value of a
product. Organizations u...
Datei/Klasse
Komponente
Subsystem
Gesamtprodukt
Gesamtsystem
Problem
Code
+Designund
Unit-Test
+Analyseund
Systemtest
+Co-...
Huge
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LeSS - SUG Rhein-Neckar - Mannheim

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Präsentation zum Vortrag 'Large Scale Scrum' für die Scrum User Gruppe Rhein-Neckar am 20.6.2016 in Mannheim.

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LeSS - SUG Rhein-Neckar - Mannheim

  1. 1. Large Scale Scrum Peter Beck Foto: Wikipedia
  2. 2. Agenda »Herausforderungen zur Skalierung »Das LeSS Rahmenwerk erkunden »Lean Kaffee
  3. 3. Scaling Foto: transit.berkeley.edu
  4. 4. Scaling Foto: Wikipedia
  5. 5. Scaling Foto: jens-fotostube.de
  6. 6. “ “-- director of SAGE program 1950’s
 -- Frederick Brooks at Mythical man-month, 1975 Don’t! - Adding more people just makes you slower.
  7. 7. ComWin 2003 web.de
  8. 8. APOXI Projekt
 2006 Benq Siemens >1000 Mitarbeiter, 5 Standorte, 3 Länder
  9. 9. Scaling Foto: transit.berkeley.edu
  10. 10. 5 Teams 2007 - Bwin
  11. 11. Scaling Foto: Wikipedia
  12. 12. Scrum of Scrums 2008 - Bwin
  13. 13. Scaling Foto: jens-fotostube.de
  14. 14. Herausforderung: Abhängigkeiten
  15. 15. Agile Scaling Cycle Abhängigkeiten reduzieren Abhängigkeiten erkennen Abhängigkeiten managen Stefan Roock, Peter Beck
  16. 16. Herausforderung: Suboptimierung
  17. 17. Herausforderung: Kultur verändern gewünschte Kultur § §§ § § Prinzipien gelebte Kultur
  18. 18. http://scaledprinciples.org
  19. 19. gewünschte Kultur § §§ § § Prinzipien Praktiken und Rahmenwerke gelebte Kultur Verhalten Erfahrung
  20. 20. Craig Larman & Bas Vodde
  21. 21. Daily Scrum Sprint Planning 2 How?Overall Retrospective Retrospective Sprint Review Sprint Planning 1 What? Sprint +1Spri nt +nSpri nt +2Spri nt Refineme nt Product Owner Product Group Scrum Master Team Team 1 Team 2 max ...8 Sprint Goal Definition of "Done" Sprint Backlog Increment Product Backlog MultipleTeam Scrum OneScrum Team Large Scale Scrum
  22. 22. #1 LeSS is Scrum LeSS: Multiple teams work on a single product using Scrum. All Scrum principles and rules apply to LeSS. Before getting into LeSS, start with understanding and practicing one-team Scrum.
  23. 23. #2 More with Less LeSS changes the organization by applying a fundamental structure people need to follow. This fosters new experiences which finally shift the existing organizational culture towards Agile. On the other side the Framework provides enough space, so that the organization can improve continuously. The key is to avoid adding more overhead. Try experiments instead and learn from them, before adding long-lasting rules beyond LeSS.
  24. 24. #3 Transparency All Less and Scrum principles depend on transparency. At scale it becomes even more critical to create an unfiltered view on the status of product development, because the direct communication between the individuals is getting lost when more people are involved.
  25. 25. #4 Continuous Improvement Toward Perfection LeSS is a big change for many organizations. Be aware, that this change does not mean improvement in the first place. LeSS enables the organization to start getting better. Striving for perfection through continuous improvement remains a major factor.
  26. 26. #5 Whole Product Focus Teams tend to sub-optimize for their specific goals even stronger as individuals do. This is why the biggest challenge teams have is to integrate their work. The only way to help them is to make the purpose of the whole product as clear as possible, focus every individual on the whole product and empower the teams to define aligned subgoals by themselves, if necessary.
  27. 27. #6 Customer Centric Only teams directly interacting with the customer can maximize the value of a product. Organizations unfortunately tend to decouple the teams from the customer, as soon they grow larger. To mitigate that, ensure that teams are centered on the customers and their needs.
  28. 28. Datei/Klasse Komponente Subsystem Gesamtprodukt Gesamtsystem Problem Code +Designund Unit-Test +Analyseund Systemtest +Co-Kreation Feature Team Ideal
 Nur schwer zu erreichen Funktional überspezifiziert Feature Team Adoption Map
  29. 29. Huge

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