De investering voor deze training is Euro 2495, – ex BTW en Euro 2095, – ex BTW voor vroege vogels tot 1 maand voor de start. De prijzen zijn inclusief trainingsmateriaal en voor alle dagen lunch en koffie, drankjes en versnaperingen gedurende de dag.

Meer informatie over deze training

De investering voor deze training is Euro 2495, – ex BTW en Euro 2095, – ex BTW voor vroege vogels tot 1 maand voor de start. De prijzen zijn inclusief trainingsmateriaal en voor alle dagen lunch en koffie, drankjes en versnaperingen gedurende de dag.

Meer informatie over deze training

De investering voor deze training is Euro 2495, – ex BTW en Euro 2095, – ex BTW voor vroege vogels tot 1 maand voor de start. De prijzen zijn inclusief trainingsmateriaal en voor alle dagen lunch en koffie, drankjes en versnaperingen gedurende de dag.

Meer informatie over deze training

De investering voor deze training is Euro 2495, – ex BTW en Euro 2095, – ex BTW voor vroege vogels tot 1 maand voor de start. De prijzen zijn inclusief trainingsmateriaal en voor alle dagen lunch en koffie, drankjes en versnaperingen gedurende de dag.

Meer informatie over deze training

In this talk, Cesario shares some Agile Organization Design principles. You can use these principles to have a more informed discussion in your agile transformation.

See also the upcoming book Coaching Agile Organizations.

This is a description of the workshop I did at the LeSS Conference in Amsterdam.

You can use this workshop to have a thorough discussion about your new LeSS group or to repair an existing LeSS adoption.

For a general workshop, you can use the starting situation I wrote about in my Copy Paste Scaling articles that you can find here and another one there. I now call it the MeSS, then your goal is to go from MeSS to LeSS.

In the context of your organization, you start with your current situation.

Step 1

In this step, you generate a list of problems that you want to address.

The question to answer is, What should be removed from the MeSS ( or from your current situation ) to get to LeSS?

  • With your group generate a list of problems that you would need to address in your LeSS organization. You can use liberating structures if you have many people in the room.
  • Write each problem or improvement on a Post-Its. I like to ask people to write it in the form: “How do you …”
  • Use affinity mapping to remove duplicates and create a common understanding of the problems.

Step 2

In this step, you are going to discover which LeSS Pattern cards, if any, could be helpful.

Place the LeSS Cards front down on the table.

  • Choose a problem to work on.
  • Each person picks 4 LeSS cards from the deck.
  • Each player selects a card(s) from his hand, if any, that describes the problem and plays that card on the table.
  • The group then discusses the potential LeSS Patterns that could be useful in addressing that specific problem.
  • When agreed, place the pattern cards under the matching problem. If you have multiple cards that solve the problem place the cards in a sequence.
  • Each person refills their hand to 4 cards. If the new cards solve the current problem, you place the card, discuss and refill your hand again.
  • Then repeat with the next problem.

Step 3

In this third and last step, you discuss the sequences that you created and decide which pattern you want to apply.

A sequence is your best guess on how to improve the organization at the moment in time. When you adopt a pattern, you will learn if it works or not. If it works, you keep it; if not, you backtrack and try another. The basic process is as follows:

  1. Choose the pattern that will most strengthen your LeSS group.
  2. Apply the pattern.
  3. Assess if it indeed solves your problem at the end of the Sprint, then recognize your new context and choose the next pattern that you want to try.
  4. If not, undo the pattern and try another at Step 2 instead.

Keep an experimental mindset, be ready to learn and adjust, and understand that there is no “best” sequence. A sequence shows a path, but the teams have to do the walking and discover how to implement it.

The LeSS Pattern Cards

I created the LeSS Pattern cards for free use by the LeSS community. Just drop me an email if you want to obtain a deck. I will send you a printed deck.

There are 2 positions you can take when thinking about scaling Scrum.

  1. You consider Scrum a team level framework only, and then ask what needs to be added to Scrum to make it fit in your organization. You likely have Copy Paste Scaling and a narrow product definition.
  2. You consider Scrum a framework for your complete process, and then ask how to scale Scrum itself. Nothing needs to be added to Scrum. You need a broad product definition.

I explain the effects of these two approaches and how to define your product in the webinar: De-Scaling with LeSS from the perspective of the Product Definition.

You can use this Kahoot Scaling Scrum to have some fun with your team or as an energizer during a workshop or training.

Enjoy.

This article is about how we improved on the Dutch Bank Spotify inspired model in a tribe.

We work with over 20  teams on our Business Lending product.

We develop our product across 3 sites, with dispersed teams. Each team contains business, IT and operations skills. In this configuration we deliver valuable product for our customers every 2 weeks. We did this by amongst others, adopting LeSS principles to further optimise our Spotify inspired way of working.

So, how did we transform? Read the complete case study.

On September 12 2019, we ( Nadine, Joris, Vaishal and Cesario ) provided the keynote at the LeSS conference in Munich. We shared the story about how we improved the Spotify inspired ING model with LeSS. My friend Rowan Bunning was present at the keynote and wrote a super nice summary of the talk. You can find his blog here.