Large Scale Scrum (LeSS)als Organisations-Design-Framework"

OOP, skalierte Agilität, 04.02.2014"Josef Scherer, Valtech Deutschland"

Einfachheit & Selbstorganisation (Dee Hock, CEO VISA)"

Simple, clear purpose and principles give rise to complex, intelligent behavior.

Complex rules and regulations give rise to

simple, stupid behavior.

Dee Hock.The Birth of the Chaordic Age

Organisatorische Prinzipien hinter dem Agilen Manifest (1)!

Unsere höchste Priorität ist es, den Kunden durch frühe und kontinuierliche Auslieferung

wertvoller Software zufrieden zu stellen. ...

http://agilemanifesto.org/iso/de/principles.html

Organisatorische Prinzipien hinter dem Agilen Manifest (2)!

Unsere höchste Priorität ist es, den Kunden durch frühe und kontinuierliche Auslieferung

wertvoller Software zufrieden zu stellen. ...

Business-Leute und Entwickler müssen während des Projektes täglich zusammenarbeiten.

...

http://agilemanifesto.org/iso/de/principles.html

Organisatorische Prinzipien hinter dem Agilen Manifest (3)!

Unsere höchste Priorität ist es, den Kunden durch frühe und kontinuierliche Auslieferung

wertvoller Software zufrieden zu stellen. ...

Business-Leute und Entwickler müssen während des Projektes täglich zusammenarbeiten.

... Gib ihnen das Umfeld und die Unterstützung, die sie

benötigen ...

Die besten Architekturen, Anforderungen und Entwürfe entstehen durch selbstorganisierende Teams.

http://agilemanifesto.org/iso/de/principles.html

Unternehmenskultur und Organisationsstruktur (1)"

1.  Organizations are implicitly optimized to avoid changing the status quo middle- and first-level manager and “specialist” positions & power structures.

http://www.craiglarman.com/wiki/index.php?title=Larman%27s_Laws_of_Organizational_Behavior

Unternehmenskultur und Organisationsstruktur (2)"

1.  Organizations are implicitly optimized to avoid changing the status quo middle- and first-level manager and “specialist” positions & power structures.

2.  As a corollary to (1), ... 3.  ... any significant change initiative will be derided as “purist”,

“theoretical”, and “needing customization for local concerns” ...

http://www.craiglarman.com/wiki/index.php?title=Larman%27s_Laws_of_Organizational_Behavior

Unternehmenskultur und Organisationsstruktur (3)"

1.  Organizations are implicitly optimized to avoid changing the status quo middle- and first-level manager and “specialist” positions & power structures.

2.  As a corollary to (1), ... 3.  ... any significant change initiative will be derided as “purist”,

“theoretical”, and “needing customization for local concerns” ...

4.  Culture follows structure."

http://www.craiglarman.com/wiki/index.php?title=Larman%27s_Laws_of_Organizational_Behavior

LeSS als Organisations-Design-Framework (1)"

Ò beginnt damit Standard Scrum zu verstehen und in einzelnen Teams anwenden zu können,"

Ò führt beim Skalieren zu tiefgreifenden organisatorischen Veränderungen und ..."

LeSS als Organisations-Design-Framework (2)"

Ò beginnt damit Standard Scrum zu verstehen und in einzelnen Teams anwenden zu können,"

Ò führt beim Skalieren zu tiefgreifenden organisatorischen Veränderungen und"

Ò benötigt daher das volle Verständnis und die Unterstützung des Senior Managements."

Die ideale Produktentwicklungs-Organisation"

Scrum Feature Teams

Area Product Owner

Produkt Manager/Product Owner

CXO CPMO

Produkt A

Area x Area y

Feature Team 1

Feature Team n

Feature Team 10

Service & Support

Produkt B

...

Von Spezialisten Teams zu interdisziplinären Teams"

IT Spezialisten Teams" Interdisziplinäre PD Teams"

Lead Designer

Designer

Designer

Lead Arch.

Architekt

Architekt

Lead Dev

Developer

Developer

Developer

Developer

Developer

Developer

Test Lead

Tester

Tester

Tester

Von Komponenten- zu Feature-Teams"

Komponenten Design Fokus"

Item 1

Item 2

Item 3

Item 4

...

…

system

comp

C

Team

comp

A

Work from multiple teams is required to finish a customer-centric feature. These dependencies cause waste such as additional planning and coordination work, hand-offs between teams, and delivery oflow-value items. Work scope is narrow.

Product

Owner

comp

B

Team

comp

A

Team

comp

B

comp

C

Item 1

Item 2

Item 3

Item 4

...

…Team

Wu

Product

Owner

Team

Shu

Team

Wei

system

comp

A

comp

B

comp

C

Every team completes customer-centric items. The dependencies between teams are related to shared code. This simplifies planning but causes a need for frequent integration, modern engineering practices, and additional learning.Work scope is broad.

Component teams Feature teams

www.craiglarman.com

www.odd-e.com

Copyright © 2010

C.Larman & B. Vodde

All rights reserved.

Customer Feature Fokus "

Item 1

Item 2

Item 3

Item 4

...

…

system

comp

C

Team

comp

A

Work from multiple teams is required to finish a customer-centric feature. These dependencies cause waste such as additional planning and coordination work, hand-offs between teams, and delivery oflow-value items. Work scope is narrow.

Product

Owner

comp

B

Team

comp

A

Team

comp

B

comp

C

Item 1

Item 2

Item 3

Item 4

...

…Team

Wu

Product

Owner

Team

Shu

Team

Wei

system

comp

A

comp

B

comp

C

Every team completes customer-centric items. The dependencies between teams are related to shared code. This simplifies planning but causes a need for frequent integration, modern engineering practices, and additional learning.Work scope is broad.

Component teams Feature teams

www.craiglarman.com

www.odd-e.com

Copyright © 2010

C.Larman & B. Vodde

All rights reserved.

Von funktionalen Silos zu Communities of Practice"

Funktionale Silos" Communities of Practice"

Leiter Design

Designer Team

Designer Team

Leiter Arch.

Architekten Team

Architekten Team

Leiter SWE

Developer Team

Developer Team

Developer Team

Developer Team

Developer Team

Developer Team

Leiter QS

QS Team

QS Team

QS Team

Von internen Verträgen zur direkten Zusammenarbeit"

„Contract Game“ FB & IT" Produkt Manager als PO"

product management

responsibilities

Scrum-specific

Product Owner

responsibilities

when the product manager

takes on Scrum Product

Owner responsibilities, they

have new work

they may need help from

others

www.craiglarman.com

www.odd-e.com

Copyright © 2010

C.Larman & B. Vodde

All rights reserved.

Product

Management

R&Dstart end

(release)content freeze

(release contract agreed)

The Milestone point

is arbitrary

more,

more,

more!

less,

less,

less!

1 2

The Contract

www.craiglarman.com

www.odd-e.com

Copyright © 2010

C.Larman & B. Vodde

All rights reserved.

Backlog Item 1

…

...

Product Backlog

Backlog Items 1

Backlog Items 2

...

Performance

Backlog Item 3

Backlog Item 4

...

Protocols

feature

team

performance area feature teams

protocols area feature teams

Area

Product

Owner

feature

teamfeature

team

feature

team

feature

teamfeature

team

feature

team

feature

teamfeature

team

feature

team

feature

team

Area

Product

Owner

www.craiglarman.com

www.odd-e.com

Copyright © 2009

C.Larman & B. Vodde

All rights reserved.

Requirement Areas & Area Product Owner (> 10 Teams)"

Larman, Vodde 2008, 2010: LeSS bei Valtech & NSN"