The following slides illustrate the 10 LeSS “principles”
shown in the above standard LeSS graphic1

LeSS is Scrum
Portfolio mgmt
Epic Owners
Enterprise Architect
Value Stream Engineer

LeSS is Multiple Team Scrum

NOTMultiple Scrum Teams plus stuff

Transparency

Microsoft ProjectSprint Review

With traditional project management
It is almost impossible to see the real status

With LeSS It is almost impossible to hide thereal status. The team either has created ashippable, done increment or not

More with LeSS

Policies, procedures, rules
paperwork, managers

Lean LeSS MachineMore bureaucracy slows value production

LeSS bureaucracy speeds value production

Continuous Improvement

Traditional Corporate Evolution
Most organizations are stuck in status quo due toLarman’s first law. If evolution is happening at all, it islikely so slow you won’t notice it in your lifetime

In LeSS Evolution is Engineered

Every sprint, we create and experiment with mutations

Whole Product Focus

Traditional development createspieces that often aren’t integrated
until the end of development

Every Sprint, every LeSS team
integrates their customer centricfeatures into the whole productToday I designed a set of tables in third
normal form

Today our teams added four financial
reports to the accounting system

Customer Centric
Did you ever play Chinese whisper?

BAuseruser repPMReqs Doc

Tech leadTask
developer
assignment

Traditional developers are often so far removed
from real users that understanding requirements
is like playing Chinese whisper

LeSS teams meet directly with users to● learn their real needs● reduce handoff and information
scatter wastes● increase empathy and intrinsic
motivation

Lean Thinking
Let’s try groupprogramming next
sprint…

Process Improvement Department

Traditional Corporate thinking

Lean Thinking

Control, monitor, inspect,dictate, report

Respect the team and trust them tofind ways to continuously improve

Systems Thinking
Purchasing Department

BlockedTeam
Traditional Local Optimization

Systems Thinking

Manager is rewarded for saving $200
on a $1000 memory purchase

Realize that the local optimization within purchasing
has the systems effect of causing the team to operating at 20%
efficiency for 8 weeks while waiting for purchasingEmpirical Process Control

Big upfront plan
Traditional Corporate Thinking
The focus is on adherence to plan, andplan versus actuals

Reality
In LeSS we inspect and adapt
At the end of every sprint, In light of the business objectives and product vision,and given the current:
state of the product, team velocity, business climate, available funding,current product backlog, etc.
the Scrum team and all the stakeholders, led by the PO, reevaluate everything
based on changes or new knowledge since the last sprint review.

Req

Queue

Queuing Theory

Queue

Code

Traditional sequential, silo development
explicitly creates queues with big unevenbatches

Cross functional feature teams
working in short sprints on small PBIs
LeSS is designed to eliminatequeues

The best thing to do with a queue is eliminate it.
If you can’t eliminate it, go with small batches that arrive regularly

Now Some Other Stuff about LeSSLeSS is like an ElephantWhat you see depends on your point of view

From the Org Chart’s point of view

LeSS is like a bulldozer
It flattens itFrom the Development Framework Point of View

LeSS is like the Sweet Spot
In a tennis racket

From the Organizational Design Point of View…
Teste ProgrammerrBA+UXLeSS team
Blended but lumpy
Organizational re-design

LeSS is like a blizzard maker(not a milkshake blender)From a LeSS Consultant’s Point of View

You can count on Grandma’s stew
to always taste good because it
always has the same stock base, thesame secret spices, and somealways present core vegetables, but
the stew is always a little different
depending on what happens to be
in grandma’s refrigerator

You can count on a LeSS
implementation to provide the rightcore organizational design because
it always follows the same core LeSS
rules, but every LeSSimplementation will be a little
different depending on theorganizational context

LeSS is like Grandma’s Special Stew

From the Team’s Point of View

LeSS sets them freeFrom the PMO’s Point of View
LeSS is a new way to control teams1

600Best Practices

992 pages of process to enforce

Metrics to collect and analyze

Artifacts to require

A new way to measure the maturity of each team
1 Which is why we eliminate the PMO

From the LeSS Adopter’s Point of View

LeSS is a Foundation on which we build justwhat we need, not a rambling structurewith rooms we don’t want or need and can’t afford to maintain

From Bas and Craig’s Point of View

LeSS is a lot of blood sweat and tears
I thank them for their efforts