Large-Scale Scrum (LeSS) Road, Where does it Leads?

Hsin Wei Fu
LINE Taiwan Delivery Management Team Scrum Master
https://linedevday.linecorp.com/2020/ja/sessions/5517
https://linedevday.linecorp.com/2020/en/sessions/5517

Transcript

2. Agenda › Background › LeSS Overview › TODAY’s LeSS Experiment › Current State
3. Background
4. Not a Large Scale Scrum (LeSS) Lecture › Debate what is the best approach ✘ › Provide basic LeSS Overview for the purpose of understanding terms used and content of this session ✓ › Underlying reasoning behind LeSS principles ✘
5. Team’s Belief Embrace Agile values and mindset, Don’t stick to a particular Agile methodology Trust No Trust = Not Agile Believe in transparency, overcommunicate, and open-minded Collaboration Open-minded to suggestions from others and learn from experience Responding to change Flexible to change Being able to respond fast to changes in market
6. LINE TODAY News content delivery platform
7. Stakeholders from multiple locations Requirements increases as user base grew Taiwan Thailand Indonesia Hong Kong
8. Team Composition Multi-functional 40+ Members Backend Frontend Service Planner Designer QA
9. Problem as Team and Delivery Item Grow Trust Business owner’s request takes longer to deliver Collaboration More burden: Service Planners for detail specs, Developers code base dependency grew, QA needed more time to test Responding to change 4-6 weeks per release Requirement at most may miss current sprint and wait 2 months
10. LeSS Overview
11. Some LeSS Principles Principles most relevant to the session
12. LeSS is Scrum › Transparency › Empirical process control › Self-managing teams
13. More with LeSS Descale to Scale Less › Roles › Artifacts › Processes More › Responsible teams
14. Ceremonies in LeSS
15. Ceremonies in LeSS Overall Retrospective Sprint Planning 2 Sprint Review Product Backlog Refinement Team Daily / Retrospective Sprint Planning 1
16. Ceremonies in LeSS Overall Retrospective Sprint Planning 2 Sprint Review Product Backlog Refinement Team Daily / Retrospective Sprint Planning 1
17. Ceremonies in LeSS Overall Retrospective Sprint Planning 2 Sprint Review Product Backlog Refinement Team Daily / Retrospective Sprint Planning 1
18. Ceremonies in LeSS Overall Retrospective Sprint Planning 2 Sprint Review Product Backlog Refinement Team Daily / Retrospective Sprint Planning 1
19. Team Anxiety with LeSS › How to measure success or failure of the experiment?
20. TODAY’s LeSS Experiment
21. First Target Goal Backlog 1 Sprint 2 week Scrum Teams 4
22. Forming New Teams
23. Forming New Teams 4 Teams, 8 people max
24. New Product Team Structure Product Owner Backend Frontend QA Backend Frontend QA Backend Frontend QA Backend Frontend QA Scrum Master Scrum Master Dev Lead Service Planner Designer Service Planner Designer
25. New Product Team Structure Product Owner Backend Frontend QA Backend Frontend QA Backend Frontend QA Backend Frontend QA Scrum Master Scrum Master Dev Lead Service Planner Designer Service Planner Designer
26. New Product Team Structure Product Owner Backend Frontend QA Backend Frontend QA Backend Frontend QA Backend Frontend QA Scrum Master Scrum Master Dev Lead Service Planner Designer Service Planner Designer
27. New Product Team Structure Product Owner Backend Frontend QA Backend Frontend QA Backend Frontend QA Backend Frontend QA Scrum Master Scrum Master Dev Lead Service Planner Designer Service Planner Designer
28. New Product Team Structure Product Owner Backend Frontend QA Backend Frontend QA Backend Frontend QA Backend Frontend QA Scrum Master Scrum Master Dev Lead Service Planner Designer Service Planner Designer
29. Sprint Cycle Goal: 2 Week Sprint 1 Potential Shippable per Sprint Release at end of Month 1 Potential Shippable per Sprint + Use 2nd Sprint as buffer Release every 2 Sprint 1 Potential Shippable per Sprint Release every 2 Sprint 1 Potential Shippable per Sprint Release every Sprint Transition (2W Sprint) Transition (2W Sprint) Goal Before (4W Sprint)
30. Carrying out Ceremonies
31. PO short brief the whole team on the Sprint goal and priority. Members from all 4 teams pick tickets from the top, and quickly trade with other team to maximize productivity. Sprint Planning 1 ( Overall Planning ) Each team takes the selected tickets and begin planning independent from other teams. Base on estimation and story break down, quickly negotiate with service planners Sprint Planning 2 ( Single Team Planning )
32. Product Backlog Refinement PBR Group discussion Group discussion Group discussion Group discussion Converge
33. Product Backlog Refinement PBR Group discussion Group discussion Group discussion Group discussion Converge Overall PBR Single Team Pick / Trade ticket as if Planning 1
34. Sprint Review
35. Sprint Review › Difficult to organize bazaar-like style › Big screen, presentation is clearer › Stakeholders can easily watch all presentations › Comments / suggestions can be discussed with everyone present
36. Overall Retrospective › Team velocity healthcheck › Resource issues requiring manager assistance › Cross team / function collaboration improvement › Any good lessons learned worth sharing with other team Team Representatives Scrum Masters Product Owner Managers
37. Continuous Improvements
38. Continuous Improvements 2 Week Release Goal (Community) Knowledge sharing Function-wise, Cross-team More responsible teams Gradual rollout, Feature toggle, Automation coverage, QA regression shortened Planning/PBR Task breakdown, Estimation, ticket exchange, align PBR/Planning teams Scrum/Kanban? Split into leading team for V2 architecture revamp
39. Current State
40. Where does it leads?
41. Set Next Agile Goal › Keep building up trust › Keep seeking ways to improve collaboration › Be Agile
42. Thank you