How LeSS is organized
You might consider LeSS as a framework for organizational design.
One of its primary goals is to eliminate unneeded waste and burden. LeSS is specifically lightweight because it successfully refines Scrum, making its scaling simpler, more effective, and quicker.
Standard Scrum guidelines are a good place to begin.
LeSS is essentially a scaled-up version of Scrum from a single team. If you are familiar with this system, you will recognize a great number of its guiding ideas and practices.
Specifically, LeSS uses:
- Product Backlog
- Potentially Shippable Product Increment
- Definition of Done
- Product Owner
These are the core characteristics shared by all teams. This matrix is not really novel, considering that Scrum has only one Product Backlog and Product Owner. LeSS does not introduce any new artifacts, roles, or events.
Large or Larger
LeSS aims to better align teams around a single product’s axis. It has a global, end-to-end reach and foresees numerous scaling-related constraints.
When it comes to teams, there exists a collection of cross-functional groups that collaborate to achieve common objectives. Simultaneously, these teams work on distinct items from the shared Backlog.
During this process, they utilize time-boxed iterations (Sprints) and adhere to a DOD. In other words, all teams begin and conclude the Sprint simultaneously. Product Owner and Scrum Masters are two additional roles that, along with teams, comprise the “holy trinity” of LeSS.
Part 2 of Sprint Planning is a concurrent task that each team performs independently. Nonetheless, to simplify the process, some firms place multiple teams in the same room. This step of planning involves personnel determining how to complete tasks and accomplish the Sprint Goal.
Additionally, Daily Scrum remains the most common team event. LeSS is unique in that it invites individual team representatives to monitor other daily meetings and foster information exchange. This is a desirable but non-essential characteristic.
The Product Backlog Refinement (PBR) meeting, on the other hand, is an optional event involving team members and a Product Owner. Its objective is organizing the implementation of PB items by teams and promoting greater cross-team alignment.
PBR also lays the groundwork for single-team PBR, an essential prerequisite of LeSS. It unfolds similarly to the one-team Scrum framework.
In accordance with the standard Scrum methodology, Scrum Masters support teams to the best of their abilities. There is no standard manager in charge. The Product Owner determines “what”, while self-organizing teams determine “how”.
Moving forward, it is essential to note that LeSS is made of two distinct frameworks:
LeSS — applicable to up to eight teams with eight members each LeSS Huge — built for up to one thousand individuals working on a single product
In both instances, the ideas discussed previously apply. One Product Owner and one Product Backlog remain.
LeSS Huge, on the other hand, divides the Backlog into numerous Area Product Backlogs. They are under the supervision of Area Product Owners.
After completing the Sprint, a Sprint Review is conducted. The objective is to assess the product increment and consider any additional PR items.
The list of attendees consists of all individuals who worked on the product, including the Product Owner, team members, users, and other stakeholders. This event necessitates a large, open space where everyone may observe the proceedings.
Secondly, we have a Retrospective at this late stage. LeSS separates it into Team and Overall Retrospective competitions.
The latter is a standard Scrum Sprint event. This is an entirely new meeting that does not exist in Scrum. The objective is to fine-tune the entire system as opposed to a specific component. In addition to the Product Owner, Scrum Masters and rotating team representatives are included.
All of these stages should allow for the production of a product increment at the conclusion of each Sprint.
To achieve this objective, every work must be merged during the Sprint. Scrum Guide makes no mention of this type of integration activities. Thus, it is essential to emphasize that you have the discretion to carry it out in accordance with the DOD.
As your organization evolves, this should develop into an almost smooth process. Maximize team collaboration and information exchange as a precondition. Therefore, clear the communication channels and keep everyone informed.
Adhere to the self-organization principle to eliminate any lingering coordination problems.
Where to start
LeSS is one of the main strategies for scaling Scrum across a whole enterprise.
It leverages numerous one-team Scrum components and adds new infrastructure dimensions. Due to this, the structure appears both familiar and complex.
Essentially, various teams must collaborate during Sprints to generate a unified Product Increment. It is always simpler to say than to do.
Therefore, adhere to best practices and utilize Scrum Events as well as their LeSS variations. Make an effort to encourage cooperation and enhance production. This is the optimal method for maximizing the power of the Agile methodology and delivering an outstanding product to eager clients.