Nimble Work Management
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→ Burndown Chart
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→ Definition of Done
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→ Scaled Agile Frameworks
→ Large Scale Scrum (LeSS)
→ Scrum of Scrums
→ Agile Release Train
→ Is SAFe Agile?
→ SAFe Implementations
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→ What is Project Management Lifecycle?
→ What is a Project Management Office (PMO)?
→ What is Agile Project Management?
→ Importance of Project Management
→ What is a Project Roadmap?
→ What is Resource Management?
→ What is Work Management?
Large Scale Scrum, LeSS for short, has caught your attention. Maybe you’ve just started with Scrum but are already thinking about the next steps.
Maybe you’re a veteran of single-team Scrum, looking to expand it to other teams.
Large Scale Scrum, LeSS for short, is a scaled agile framework that guides you in adopting and applying agile at scale.
LeSS keeps Scrum’s core intact: exposing organizational design weaknesses through a minimal framework and letting you solve the complex problems inherent in development, through empirical process control and continuous improvement.
LeSS seeks to apply the “principles, purpose, elements, and elegance of Scrum in a large-scale context, as simply as possible.” Among other principles and practices, it uses Lean Thinking and Systems thinking to keep the framework and your overhead as light as possible and still guide you in important decisions.
In fact, Large Scale Scrum defines two frameworks:
By picking the one that fits your size, you won’t burden yourself with unnecessary ballast.
To clear up any confusion: the word LeSS means both Large Scale Scrum in general and the framework for smaller organizations.
Back in 2005, Craig Larman and Bas Vodde created Large Scale Scrum working together at Nokia Siemens Networks applying Agile and Scrum to very large and multisite product development.
Since then, product groups applying LeSS run the gamut in size, from as small as two teams to as large as 2500 people.
Applying LeSS means:
For everything else you’re free to make your own decisions guided by the same principles that guided LeSS’ authors in its creation.
I won’t repeat the LeSS rules here, but I do advocate keeping them front and center at all times so they can be referred to often (they’re only two pages!).
LeSS can be lean in rules because of its ten principles to guide your decisions for everything it doesn’t consider essential (a must).
Continuous improvement toward perfection says three things:
And there’s also a lot of inventory in those queues.
In other words:
It’s split into two parts.
The biggest LeSS specific pitfalls are:
Chapters from these books are available online:
The Agile Alliance has a very interesting article on LeSS without Scrum. It tells of an approach to adopting LeSS’ organization design first and only then introducing Scrum.
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