Doug Rose reminds us that LeSS is all about scrum. He goes on to address a few of the most important principles of LeSS.
- Like many other enterprise agile frameworks, LeSS has its own set of principles. The creators of LeSS felt that you needed to understand the principles before you can even start to approach the other practices in the framework. In its current form, Large-Scale Scrum sets out ten core principles. I'll only mention a few of them in this course. First, there's the important reminder that Large-Scale Scrum is Scrum. They want you to know it's not just a few added processes.
Then the creators go over the importance of work transparency, lean thinking, systems thinking, empirical process control, and queue theory. Finally, there are the principles for whole product focus, customer-centric product development, continuous improvement, and how the whole framework should strive to do more with less. So let's think about these four principles that get a lot of emphasis. In many ways, they're closely related.
The first is empirical process control. This principle is about implying an empirical approach when developing your process. An empirical approach reacts to feedback after a series of experiments. Think of it this way: every so often, I'll get a contract to work in different parts of the city. I live in an area where it's extremely important to plan out your commute to work. If you come up with a bad plan, then you can end up being stuck for hours in traffic. So I use an empirical approach to determine the best process for my commute to work.
On the first few days, I'll try a series of different experiments. One day, I might try the bus. Another day, I might try the train. I might drive to the train station and decide later to ride a bike. Each time I try something new, I record how long it takes for me to get to work. After a while, I end up with the shortest commute. That's how LeSS improves your enterprise agile approach. It encourages you to inspect and adapt how you deliver the product. In many ways, it takes the empirical approach of Scrum and applies it to the whole enterprise agile mindset.
That's how it relates the other two principles. You need transparency and a drive for continuous improvement. If you want to improve the process, you have to be transparent about what doesn't work. If you hide inefficiencies, then you'll never be able to run good experiments. Then you have to take what you find out and continuously improve the process, unless you always want to start out with the minimum amount of process. Then when you get to use this empirical approach, you can build it up as you need it.
Start with something simple that works, then run experiments and continuously improve until you have the most efficient process.
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- Descaling enterprise agile
- Defining Larman's Laws and LeSS principles
- LeSS product owner and scrum master
- Growing Scrum
- Defining "done"
- Organizing a sprint review
- Organizing an overall retrospective
- Approaching key challenges