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