Difference between revisions of "Organizational Design Implications of Large-Scale Scrum and Agile Development - An Executive Seminar"

 
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Because (real) Large-Scale Scrum (LeSS) is a profound organizational design change, I -- my work is best described as organizational design consulting -- need to start with the senior management that have the remit to deeply change the system. This can't be done bottom up, because real Scrum implies the elimination of various traditional groups, roles, and policies, that only (typically) C-level mgmt have the authority to eliminate and replace. If one were to incorrectly try to do this with middle or first-level management, it will be a "fake change" or a "change ghetto" within a traditionally constrained system.
 
Because (real) Large-Scale Scrum (LeSS) is a profound organizational design change, I -- my work is best described as organizational design consulting -- need to start with the senior management that have the remit to deeply change the system. This can't be done bottom up, because real Scrum implies the elimination of various traditional groups, roles, and policies, that only (typically) C-level mgmt have the authority to eliminate and replace. If one were to incorrectly try to do this with middle or first-level management, it will be a "fake change" or a "change ghetto" within a traditionally constrained system.
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In short, before changing to LeSS, it is critical with the leadership to achieve deep understanding and agreement (or not) to the organizational change. That is, “informed consent.”
 
In short, before changing to LeSS, it is critical with the leadership to achieve deep understanding and agreement (or not) to the organizational change. That is, “informed consent.”
 
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== Audience ==
 
== Audience ==
Participants should include all the senior managers that have complete control over the organizational design (structure, roles, positions, policies, processes), probably including C-level managers (CEO, COO, CTO, …), directors of R&D and of Product Mgmt, leaders and key managers in the particular product group that is first going to change, functional-group managers ("architecture group manager", "test group managers", ...), project/program manager, team leads, release managers, and so forth. It is better if it is larger group than a smaller group, since changing to real Large-Scale Scrum will impact *everyone*.  
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Participants should include all the senior managers that have complete control over the organizational design (structure, roles, positions, policies, processes), probably including C-level managers (CEO, COO, CTO, …), directors of R&D and of Product Mgmt, leaders and key managers in the particular product group that is first going to change, functional-group managers ("architecture group manager", "test group managers", ...), HR leaders, project/program manager, team leads, release managers, and so forth. It is better if it is larger group than a smaller group, since changing to real Large-Scale Scrum will impact *everyone*.  
 
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==Prerequisites==
 
==Prerequisites==
Read this: [http://www.craiglarman.com/wiki/index.php?title=Readings#Readings_for_Managers_Before_Large-Scale_Scrum Pre-readings]
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Before the seminar, all participants must thoroughly read this: [http://www.craiglarman.com/wiki/index.php?title=Readings#Readings_for_Managers_Before_Large-Scale_Scrum Pre-readings]
 
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== Outline ==
 
== Outline ==
* Large-Scale Thinking, Organization, and Action Tools
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* Large-Scale Scrum: Thinking & Organization Tools
* Large-Scale Scrum (LeSS): Frameworks LeSS-1 & LeSS-2
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* Systems thinking
* The LeSS Rules and Guides
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* Causal loop modeling
* Adopting LeSS
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* Organizational design impact
* Organizational design & organizing by customer value
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* Change strategies
* Scaling with Requirement Areas
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* Deep-dive Q&A
* Feature and component teams
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* Preparing for the future organizational-redesign workshop
* Scaling the Product Owner role, and Product Management
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* Product Backlog in LeSS
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* ScrumMasters @ Scale
 
* Scaling the Definition of Done, and organizational design implications
 
* Preparing for Sprint 1 @ Scale, and Initial Product Backlog Refinement
 
* Scaling Sprint Planning
 
* Scaling coordinating & integration within a Sprint
 
* Scaling Product Backlog Refinement
 
* Joint and multisite Sprint Reviews
 
* Joint and multisite Sprint retrospectives
 
* Large-scale estimation, release planning and scheduling
 
* Enterprise-level policies and systems that support agility
 
* Architecture & design in LeSS
 
* Hierarchical continuous integration systems
 
* Agile documentation in large products
 
* Agile offshoring
 
* Multisite and agile development
 
* Contracts
 
 
 
  
 
== Maximum Participants ==
 
== Maximum Participants ==
 
35
 
35
 
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== Methods of Consulting and Interaction ==
 
== Methods of Consulting and Interaction ==
 
Causal-loop modeling, discussion, presentation, Q&A, workshop exercises
 
Causal-loop modeling, discussion, presentation, Q&A, workshop exercises
 
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== Environment - Room, Tools, Texts ==
 
== Environment - Room, Tools, Texts ==
Read this: [[Course Environment - Workshop Style1]]
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Read this: [[Environment and Supplies - Org Design Workshop]]

Latest revision as of 11:33, 16 July 2014

Overview

2 days

Scaling lean and agile dev - cover.jpg

Because (real) Large-Scale Scrum (LeSS) is a profound organizational design change, I -- my work is best described as organizational design consulting -- need to start with the senior management that have the remit to deeply change the system. This can't be done bottom up, because real Scrum implies the elimination of various traditional groups, roles, and policies, that only (typically) C-level mgmt have the authority to eliminate and replace. If one were to incorrectly try to do this with middle or first-level management, it will be a "fake change" or a "change ghetto" within a traditionally constrained system.


Consequently, it vitally important in step one of the change to LeSS for the senior leaders go through the in-depth learning with me necessary to grasp what the changes will be, driven by a deep systems-thinking understanding of the current system dynamics.


In short, before changing to LeSS, it is critical with the leadership to achieve deep understanding and agreement (or not) to the organizational change. That is, “informed consent.”





Audience

Participants should include all the senior managers that have complete control over the organizational design (structure, roles, positions, policies, processes), probably including C-level managers (CEO, COO, CTO, …), directors of R&D and of Product Mgmt, leaders and key managers in the particular product group that is first going to change, functional-group managers ("architecture group manager", "test group managers", ...), HR leaders, project/program manager, team leads, release managers, and so forth. It is better if it is larger group than a smaller group, since changing to real Large-Scale Scrum will impact *everyone*.

Prerequisites

Before the seminar, all participants must thoroughly read this: Pre-readings

Outline

  • Large-Scale Scrum: Thinking & Organization Tools
  • Systems thinking
  • Causal loop modeling
  • Organizational design impact
  • Change strategies
  • Deep-dive Q&A
  • Preparing for the future organizational-redesign workshop



Maximum Participants

35

Methods of Consulting and Interaction

Causal-loop modeling, discussion, presentation, Q&A, workshop exercises

Environment - Room, Tools, Texts

Read this: Environment and Supplies - Org Design Workshop