What we're about

Discussions, experience sharing and structured training about:

• Organizational Design. Scrum Scaling by organizational Descaling

• System Optimization and Organizational Agility. Waste Management. Lean Thinking

• Technical Excellence. Continuous Improvement.

• Product Management & Ownership.

Upcoming events (4+)

LeSS Experiments @ Start-Up Product Company, with David Nielsen

Needs a location

Location/Zoom: TBD

Synopsis: This talk will feature David's latest LeSS experiments at a silicon valley startup called DeepScribe, where they produce artificially intelligent software, currently for IOS devices, that listens to patient-doctor conversations and automatically produces complete doctor's notes, recording them into the doctor's EHR system, ultimately saving doctors 3-4 hours per day. You will walk away from this presentation with some new ideas about how to gain alignment with C-level management, software engineers, product management, and business stakeholders, in order to experiment with LeSS principles, practices. The stories David has to share are directly from the trenches and will hopefully inspire you to take action within your company. (edited)

Speaker's Bio:
David Nielsen – is Certified LeSS Coach and has a true passion for teaching and coaching others in the mindset and principles of Agile. After discovering Large Scale Scrum, and taking Craig Larman’s CLP course, he was able to see how the organizational design at his own company was hindering agility and value delivery to their customers. After some time he found enough volunteers in the organization to try adopting LeSS ways of working. After gaining experience from 25+ sprints using the LeSS framework, he has learned many valuable lessons. One area of specialty he has is in facilitating LeSS events such as Overall Product Backlog Refinement, Multi-Team Product Backlog Refinement, and Sprint Planning Part 1 & 2. David’s experience has been in the banking, fintech, healthcare, and eCommerce sectors. David gives back to the LeSS community by co-hosting the Twin Cities Large Scale Scrum meetup, inviting influential members of the community to share their LeSS experiences and teach them back to others.

Empowered Product Teams; Let’s Revisit The NNPG, with Gordon Weir

Needs a location

Location/Zoom: TBD

Synopsis:

Speaker's Bio:
Gordon Weir has over 20 years experience in the software business, after being voted the Young Engineer of the Year in New Zealand in 1998, he left the country, and electronic engineering with the navy to work for a software house in New Jersey. He then decided that he had an interest in working on large scale software delivery so he moved to the UK and PwC Management Consultancy, followed by IBM; where he worked on numerous integration programmes. In 2005 he moved to UBS where he led the delivery of the global clearing and settlement systems for the Equities business, and where he discovered Agility, and his passion for creating learning organizations that thrive on change. Since UBS he has worked at Merrill Lynch, and now has returned to the world of software product delivery with the FinTech company Noble Markets.

Discontinuing Comp. Teams. Moving To C/F Feature Teams, with Leon Hertzfeld

Location/Zoom: TBD

Synopsis:
Discontinuing Component Teams and moving to cross-functional Feature teams is one of primary tools in a LeSS transformation but also one of the frequent stumbling blocks. Many organizations find that things can get chaotic and unsettled as teams are reconfigured, resulting in resistance and worse subversion, both of which impede the agility of the organization.
The reasons behind this are not only structural; in fact pre-existing team structure is just the visible part of a deeper set of considerations. Effective organizational redesign needs to carefully address organizational and individual values as well as cultural norms and inter-group relationships if it is to navigate these waters.
I would like to share both success and failure patterns I have seen in moving to cross-functional teams at a large bank and other organizations, and offer a toolset I have found useful in mapping and addressing the root causes that make this transition particularly difficult.

Bio:
Leor Herzfeld is a former artist & designer turned Agile Coach, and was the driving force behind the creation of the Integral Agile Approach. He is passionate about providing next-generation collaboration tools that optimize organizational design with a focus on creating reusable capabilities and enabling flow.

Leor’s approach to Agile Transformation is best understood using metaphors that communicate how matter, energy and systems arise and operate in the natural universe, requiring a scientist’s mind to fully understand and an artist’s mind to fully implement.
He has driven large organizational transformations and product launches across the financial and educational industries.

[Private] Executive Workshop: Org Design for Large-Scale Adaptive Development

Attention:
You can only register for this PRIVATE EVENT, as a group. The event will be conducted at YOUR venue (catering, refreshments of your choice).
Registration is from this page (look for it in the section "Workshops")

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================== From Craig Larman: =======================
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Motivation
You’re probably a senior manager that wants to skillfully “scale” adaptive (“agile”) development to many teams, and do a widespread adoption. Why? To increase adaptiveness to easily change direction based on learning, focus more on high-value delivery, and reduce lead time.
Key point: This is not a change in practices, methods, or operating models; it’s a change in organizational design.
And since changing the org design–such as new group structures, positions, roles, incentives, and policies–is the remit of senior management, this is the group that needs to learn and lead such change. It can’t be delegated to middle management, as only senior management is empowered to make deep organizational design changes.
But there's a change problem that you are part of... If I had to boil down about 40 years of this work to a key successful change idea, it is this:
**People must own — not rent — change and org design ideas.**And to really own the change implications with insight — versus following fads or the advice of a consulting company — senior managers benefit from doing the reasoning and learning themselves, to be able to lead from insight.

Workshop
In this intensive 4-hour workshop you will work through multiple org design problems in small teams of 5, with guidance and feedback from the coach, Craig Larman, who has decades of experience in this field, and is the co-creator of LeSS, a framework for simplifying large product development organizations to be adaptive.

What will you Learn?

  • organizational design implications of changing to large-scale adaptive development
  • adoption implications
  • what it means to descale (simplify and flatten) a large organization and why that’s important before trying to scale Scrum or similar approaches
  • systems thinking

Who Should Participate?
Since org design change for large-scale adaptive development involves broad and deep changes including group structures, positions, career paths, and financial and HR policies, it needs to include senior managers from at least the following areas:

  • Head of Development (Head of R&D, CIO)
  • Head of Product Management and/or the “business side” group that drives product requests, priorities, & vision
  • Note! Adaptive development is a change in the collaboration model between Development & “Business”; senior participants from both groups need to participate in this workshop.
  • Head of Finance (CFO, etc)
  • Head of HR/People
  • Possibly CEO and COO if they are, or want to be, involved in their organization design

Why is this the recommended mix? Because especially at scale, collaborative interaction of people from the above list is critical for a systemic change, representing all major elements in org design, especially involving structure aspects, as indicated in the Galbraith Model.

Maximum 30 people.

Preparation
Participants need to read/listen to about four hours of preparatory material.
This is important.
HBR: Six Myths of Product Development
The following chapters from the book The Fifth Discipline. This book comes from researchers at the MIT Sloan School of Management, was named one of the seminal management books of the last 75 years by the Harvard Business Review, and has been one of the best-selling (multi-million) and most influential management books of all time, for good reasons. It's available in p-book, e-book, and audio formats.

  1. Give Me a Lever Long Enough
  2. Does Your Organization Have a Learning Disability?
  3. Prisoners of the System, or Prisoners of our own Thinking?
  4. The Laws of the Fifth Discipline
  5. Mental Models

Description of this event is cross-posted on Craig Larman's website, at: https://craiglarman.com/wiki/index.php?title=Org_Design_for_Large-Scale_Adaptive_Development_-_Executive_Workshop

Past events (119)

July 13-15 | NYC: Certified LeSS For Executives(CLE) w/ Craig Larman

Needs a location

Photos (345)