Agility at scale with LeSS
Jacek Bochenek
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Agility at scale with LeSS
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Why bother with agile software development at all?
The current state of agile practices.
The LeSS framework.
A LeSS adoption case study.
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Manifesto for Agile Software Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
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Manifesto for Agile Software Development
Individuals and interactions over processes and tools
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Manifesto for Agile Software Development
Working software over comprehensive documentation
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Manifesto for Agile Software Development
Customer collaboration over contract negotiation
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Manifesto for Agile Software Development
Responding to change over following a plan
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Manifesto for Agile Software Development
That is, while there is value in the items on the right,
we value the items on the left more.
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„We do Agile”
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LeSS Huge
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Source: less.works (used with permission)
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„We do Agile”
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Conway’s Law
Organizations which design systems are constrained to produce designs which
are copies of the communication structures of these organizations.
M. Conway, 1968
As a result, organizational complexity leaks into product development.
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LeSS Huge organisational structure
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IPA2800 Platform and LTE eNB
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Adoption Strategy
• Immediate
• Gradual
- Improving DoD
- Parallel Organization
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Adoption Map - Improving DoD
Ideal State very difficult
to achieve
System
Product
Technology work scope
of a team
Feature
Owner
‘Team’
Product
(without externally
provided components
like Platform)
Plane
(CP, UP, O&M)
System
Component
Plane
Teams
Feature
Teams
Plane
Teams with
ET
Component
Teams
File /
Class
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Nothing
Code
+Design /
Component
Tests
+Spec /
Entity
Tests
+System
Design /
Verification
+More
Cross-functionality of a
team
Thank you
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Larman’s Laws of organisational behaviour
1. Organizations are implicitly optimized to avoid changing the
status quo middle- and first-level manager and “specialist”
positions & power structures.
2. As a corollary to (1), any change initiative will be reduced to
redefining or overloading the new terminology to mean
basically the same as status quo.
3. As a corollary to (1), any change initiative will be derided as
“purist”, “theoretical”, “revolutionary”, "religion", and
“needing pragmatic customization for local concerns” —
which deflects from addressing weaknesses and
manager/specialist status quo.
4. Culture follows structure.
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