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    Le SS

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    Nhien Vu
    The document discusses the LeSS (Large-Scale Scrum) framework for scaling Scrum to multiple teams. LeSS provides two frameworks - one for up to 8 teams and one for thousands of people. It maintains many Scrum practices like a single product backlog and definition of done, while adapting practices like planning and reviews to involve multiple teams.

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    Le SS

    Uploaded by

    Nhien Vu
    28 views3 pages
    The document discusses the LeSS (Large-Scale Scrum) framework for scaling Scrum to multiple teams. LeSS provides two frameworks - one for up to 8 teams and one for thousands of people. It maintains many Scrum practices like a single product backlog and definition of done, while adapting practices like planning and reviews to involve multiple teams.

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    LeSS

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    The document discusses the LeSS (Large-Scale Scrum) framework for scaling Scrum to multiple teams. LeSS provides two frameworks - one for up to 8 teams and one for thousands of people. It maintains many Scrum practices like a single product backlog and definition of done, while adapting practices like planning and reviews to involve multiple teams.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    28 views3 pages

    Le SS

    Uploaded by

    Nhien Vu
    The document discusses the LeSS (Large-Scale Scrum) framework for scaling Scrum to multiple teams. LeSS provides two frameworks - one for up to 8 teams and one for thousands of people. It maintains many Scrum practices like a single product backlog and definition of done, while adapting practices like planning and reviews to involve multiple teams.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 3

    LeSS Framework

    Scaling Scrum starts with understanding standard one-team Scrum. From that point,
    your organization must be able to understand and adopt LeSS, which requires
    examining the purpose of one-team Scrum elements and figuring out how to reach the
    same purpose while staying within the constraints of the standard Scrum rules.

    Agile development with Scrum requires a deep organizational change to become


    agile. Therefore, neither Scrum nor LeSS should be considered as merely a practice.
    Rather, they form an organizational design framework.

    Two Agile Scaling Frameworks

    LeSS provides two different large-scale Scrum frameworks. Most of the scaling
    elements of LeSS are focused on directing the attention of all of the teams onto the
    whole product instead of “my part.” Global and “end-to-end” focus are perhaps the
    dominant problems to solve in scaling. The two frameworks – which are basically
    single-team Scrum scaled up – are:

     LeSS: Up to eight teams (of eight people each).


     LeSS Huge: Up to a few thousand people on one product.

    What does it mean to be the same as One-Team Scrum?

    LeSS is a scaled up version of one-team Scrum, and it maintains many of the practices
    and ideas of one-team Scrum. In LeSS, you will find:

     a single Product Backlog (because it’s for a product, not a team),


     one Definition of Done for all teams,
     one Potentially Shippable Product Increment at the end of each Sprint,
     one Product Owner,
     many complete, cross-functional teams (with no single-specialist teams),
     one Sprint.

    In LeSS all Teams are in a common Sprint to deliver a common shippable product,
    every Sprint.

    What’s Different in LeSS?

     Sprint Planning Part 1: In addition to the one Product Owner, it includes people
    from all teams. Let team members self-manage to decide their division of
    Product Backlog Items. Team members also discuss opportunities to find
    shared work and cooperate, especially for related items.
     Sprint Planning Part 2: This is held independently (and usually in parallel) by
    each Team, though sometimes for simple coordination and learning two or
    more Teams may hold it in the same room (in different areas).
     Daily Scrum: This is also held independently by each Team, though a member
    of Team A may observe Team B’s Daily Scrum, to increase information
    sharing.
     Coordination: Just Talk, Communicate in Code, Travelers, Open Space, and
    Communities.
     Overall PBR: There may be an optional and short overall Product Backlog
    Refinement (PBR) meeting that includes the one Product Owner and people
    from all teams. The key purpose is to decide which teams are likely to
    implement which items and therefore select those items for later in-depth
    single-team PBR. It is also a chance to increase alignment with the Product
    Owner and all teams.
     Product Backlog Refinement: The only requirement in LeSS is single-team
    PBR, the same as in one-team Scrum. But a common and useful variation is
    multi-team PBR, where two or more Teams are in the same room together, to
    increase learning and coordination.
     Sprint Review: In addition to the one Product Owner, it includes people from
    all teams, and relevant customers/users and other stakeholders. For the phase of
    inspecting the product increment and new items, consider a “bazaar” or
    “science fair” style: a large room with multiple areas, each staffed by team
    members, where the items developed by teams are shown and discussed.
     Overall Retrospective: This is a new meeting not found in one-team Scrum, and
    its purpose is to explore improving the overall system, rather than focusing on
    one Team. The maximum duration is 45 minutes per week of Sprint. It includes
    the Product Owner, Scrum Masters, and rotating representatives from each
    Team.

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