Descaling Organization trough Large-Scale Scrum (LeSS)

Naveen Kumar SinghLeanpitch Technologies Pvt Ltd

One Touch – 5 months BackPROJECT

MAN

AGERS

BUILD &

RELEASE

One Touch – 5 months Back

• Organization is practicing Scrum for last 3 years• Cost of Production was very high• Single codebase but multiple integration points• Lots of dependencies between team• Many managers/leads to deal with dependencies• Many product managers for same product from different region• Difficult to prioritize PBIs

• Cycle time was 6 months• Small fake products• Separate testing team

Expectation

• Reduce time to market/respond faster to business• Reduce production cost• Reduce deployment time• Avoid production issues• Self-organized team • Managers should focus on system design and enabling team by

removing impediment

LeSS (Large-Scale Scrum) - Principles

One Touch – As of now

Maximizing Value

One Touch – Expected by October

Thought Process

• How to build autonomous team and still align to overall product?• What is product?• Is our team is customer-centric feature team or component team?• What are the challenges with component team?• How people management role mapped with feature team?• Are we lean enough?

Rules to Play Scrum

• Avoid Queue – Minimize queue by limiting WIP, minimize overproduction and avoid blocking bandwidth• Avoid hand-off• Quality supposed to be built-in not inspected• Avoid unwanted meetings like Scrum of Scrums (SoS) or calibration• Don’t change team dynamics• Create automated acceptance tests for all features• Continuously refactor the code so it is of high quality• Immediately fix broken code

LeSS (Large-Scale Scrum) - Overall

LeSS (Large-Scale Scrum) - Scrum

LeSS (Large-Scale Scrum) - Structure

Engineering Practices

LeSS (Large-Scale Scrum) – Management

Thank You!!

Naveen Kumar SinghLeanpitch Technologies Private Limited+91 9810547500Naveen.singh@leanpitch.com