LeSS Adoption Steps - Revision history

Clarman at 22:48, 21 August 2015

2015-08-21T22:48:51Z

Clarman at 22:48, 21 August 2015

2015-08-21T22:48:14Z

Clarman at 22:44, 21 August 2015

2015-08-21T22:44:54Z

Clarman at 22:40, 21 August 2015

2015-08-21T22:40:01Z

Clarman at 22:39, 21 August 2015

2015-08-21T22:39:07Z

Clarman at 22:35, 21 August 2015

2015-08-21T22:35:05Z

Clarman at 22:34, 21 August 2015

2015-08-21T22:34:21Z

Clarman at 22:33, 21 August 2015

2015-08-21T22:33:51Z

Clarman at 01:53, 21 August 2015

2015-08-21T01:53:03Z

Clarman at 01:52, 21 August 2015

2015-08-21T01:52:00Z

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-In this first phrase, we also urge that a group not change to LeSS without the senior management team (both Development and Business) carefully and fully learn first, via the following activities. Without deep understanding, and with the problems of "copying without knowledge," a group can easily end up with a mess or disaster at multiple levels.
+In this first phrase, we also urge that a group not change to LeSS without the senior management team (both Development and Business) carefully and fully learning first, via the following activities. Without deep understanding, and with the problems of "copying without knowledge," a group can easily end up with a mess or disaster at multiple levels.
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-In this first phrase, we also urge that a group not change to LeSS without the senior management team (both Development and Business) carefully and fully learning first, via the following activities. Without deep understanding, and with "copying without knowledge," a group can easily end up with a mess or disaster at multiple levels.
+In this first phrase, we also urge that a group not change to LeSS without the senior management team (both Development and Business) carefully and fully learn first, via the following activities. Without deep understanding, and with the problems of "copying without knowledge," a group can easily end up with a mess or disaster at multiple levels.
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 . '''Readings''' — A set of particular readings that I advise, to be completed before the week.
-. '''2-3 Day Course''' — (week-1) Senior management (and other stakeholders) from both the Development and Business groups join with me in the ''Certified LeSS Practitioner'' or ''Certified LeSS for Executives'' course.
+. '''Familiarity & Preparation Calls''' — I participate in 1 or more (video) calls with a few key stakeholders, to understand the context, motivation, products, people, and so forth. And to highlight or clarify certain preparation steps.
-. '''1 Day Workshop''' — (week-1) After the course, a 1 day workshop with me to exhaust all senior-management specific questions about the implications, combined with advice on what product group to start with and some starting steps.
+. '''2-3 Day Course''' — (week-1) Senior management (and other stakeholders) from both the Development and Business groups join with me in the ''Certified LeSS Practitioner'' or ''Certified LeSS for Executives'' course.
-. '''1 Day Tech Coaching''' — (week-1) I spend one day coaching one development team (of 5-10 people) in Legacy TDD via Mob Programming. Why? In addition to the team getting some great technical and perhaps even advanced development coaching, I learn a great deal about the organization by working with the code hands-on, and working with the people and their tools hands-on. This gives me an insight that is very difficult obtain by only talking with senior managers.
+. '''1 Day Workshop''' — (week-1) After the course, a 1 day workshop with me to exhaust all senior-management specific questions about the implications, combined with advice on what product group to start with and some starting steps.
-. '''Slow, Deliberate, Aligned Decision''' — After I leave (to reduce bias and avoid rushing) the management team slow and deliberately discuss and then decide to go/stop with a first LeSS adoption for one group of "50" people. Combined with this, that the management team develop strong alignment, agreement, and support amongst themselves for this decision.
+. '''1 Day Tech Coaching''' — (week-1) I spend one day coaching one development team (of 5-10 people) in Legacy TDD via Mob Programming. Why? In addition to the team getting some great technical and perhaps even advanced development coaching, I learn a great deal about the organization by working with the code hands-on, and working with the people and their tools hands-on. This gives me an insight that is very difficult obtain by only talking with senior managers.
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-I recommend starting with ''informed consent'', and from the start explaining to the people involved in this consent that LeSS is an organizational design change, not a practice or 'method'. And that is why informed consent and deep education amongst a senior management group is critical. And rather than trying to sell or push a LeSS adoption, I encourage a slow, deliberative education process in which the senior management stakeholders carefully and deeply learn the motivations, ideas, and organizational design change implications, all with a focus on ''why''.
+I recommend starting with ''informed consent'', and from the start explaining to the people involved in this consent that LeSS is an ''organizational design'' change, not a practice or 'method'. And that is why informed consent and deep education amongst a senior management group is critical. And rather than trying to sell or push a LeSS adoption, I encourage a slow, deliberative education process in which the senior management stakeholders carefully and deeply learn the motivations, ideas, and organizational design change implications, all with a focus on ''why''.
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-First, we recommend that the scope of the first LeSS adoption by no more than a medium-sized product group of "50 people." Do not widen the adoption! Keep focused in that 1 group for at least 6 months, and with lots of dedicated expert coaching, both organizational and technical. And in that group, really make the organizational design changes required by LeSS. No "fake Scrum" or "fake LeSS" that is often driven by [[Larman's Laws of Organizational Behavior]].
+First and foremost, we recommend that the scope of the first LeSS adoption by no more than a medium-sized product group of "50 people." Do not widen the adoption! Keep focused in that 1 group for at least 6 months, and with lots of dedicated expert coaching, both organizational and technical. And in that group, really make the organizational design changes required by LeSS. No "fake Scrum" or "fake LeSS" that is often driven by [[Larman's Laws of Organizational Behavior]].
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-What are the earliest steps in adopting LeSS? I recommend the following starting steps and points.
+What are the earliest steps in adopting LeSS? I recommend the following activities and points.
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← Older revision		Revision as of 22:33, 21 August 2015
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		+	See the [http://less.works/ LeSS.works] site for an overview of LeSS, including for adoptions. Read here for my specific first-step advice.
		+	<br><br>
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	What are the earliest steps in adopting LeSS? I recommend the following starting steps and points.		What are the earliest steps in adopting LeSS? I recommend the following starting steps and points.
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 The heart of the informed consent phase is the first 5-day visit with me. Some the surrounding activities I recommend include:
-. A set of particular readings that I advise, to be completed before the week.
+. '''Readings''' — A set of particular readings that I advise, to be completed before the week.
-. (week-1) Senior management (and other stakeholders) from both the Development and Business groups join with me in the ''Certified LeSS Practitioner'' or ''Certified LeSS for Executives'' course.
+. '''2-3 Day Course''' — (week-1) Senior management (and other stakeholders) from both the Development and Business groups join with me in the ''Certified LeSS Practitioner'' or ''Certified LeSS for Executives'' course.
-. (week-1) After the course, a 1 day workshop with me to exhaust all senior-management specific questions about the implications, combined with advice on what product group to start with and some starting steps.
+. '''1 Day Workshop''' — (week-1) After the course, a 1 day workshop with me to exhaust all senior-management specific questions about the implications, combined with advice on what product group to start with and some starting steps.
-. (week-1) I spend one day coaching one development team (of 5-10 people) in Legacy TDD via Mob Programming. Why? In addition the team getting some great technical and perhaps even advanced development coaching, I learn a great deal about the organization by working with the code hands-on, and working with the people and their tools hands-on. This gives me an insight that is very difficult obtain by only talking with senior managers.
+. '''1 Day Tech Coaching''' — (week-1) I spend one day coaching one development team (of 5-10 people) in Legacy TDD via Mob Programming. Why? In addition the team getting some great technical and perhaps even advanced development coaching, I learn a great deal about the organization by working with the code hands-on, and working with the people and their tools hands-on. This gives me an insight that is very difficult obtain by only talking with senior managers.
-. After I leave (to reduce bias and avoid rushing) the management team slow and deliberately discuss and then decide to go/stop with a first LeSS adoption for one group of "50" people. Combined with this, that the management team develop strong alignment, agreement, and support amongst themselves for this decision.
+. '''Slow, Deliberate, Aligned Decision''' — After I leave (to reduce bias and avoid rushing) the management team slow and deliberately discuss and then decide to go/stop with a first LeSS adoption for one group of "50" people. Combined with this, that the management team develop strong alignment, agreement, and support amongst themselves for this decision.
 <br><br>