Doug Rose explains why the LeSS creators conceptualized the "descaling" approach. He identifies the top three obstacles that cause enterprise agile projects to fail, all relating to scaling up too quickly. He also introduces the two different forms of LeSS teams that were formed in order to give teams freedom to scale with LeSS at their own pace.
- [Instructor] Large Scale Scrum, or LeSS,…takes a different approach to Enterprise Agile.…Most other Enterprise frameworks encourage you to scale up.…LeSS discourages you from going too big, too soon.…That's why the creators Craig Larman and Bas Vodde…often call LeSS the descaling approach.…With the descaling approach, instead of scaling up,…you should always be looking to stay small.…One of their books on LeSS tells a story about one…of the largest computer systems ever built in the 1950s,…the Semi-Automatic Ground Environment or SAGE.…
The project ended up going well over budget…and took much longer than expected.…A senior project manager said if he had to do it…all over again, he'd find the 10 best people…and have them write the entire thing.…You'll see this view throughout the LeSS framework.…The LeSS framework wants you to fight the urge to scale up.…The smaller you are the more likely you are to succeed.…The creators of LeSS even point out three obstacles…that cause Enterprise Agile projects to fail,…
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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