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Craig Larman

Bas Vodde

Large-Scale Scrum: More with LeSS Paperback – Illustrated, 22 August 2016

by Craig Larman (Contributor), Bas Vodde (Contributor)

82 ratings

Edition: 1^st

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In Large-Scale Scrum, Craig Larman and Bas Vodde offer the most direct, concise, actionable guide to reaping the full benefits of agile in distributed, global enterprises. Larman and Vodde have distilled their immense experience helping geographically distributed development organizations move to agile. Going beyond their previous books, they offer today's fastest, most focused guidance: "brass tacks" advice and field-proven best practices for achieving value fast.

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Product details

Publisher : Addison Wesley; 1st edition (22 August 2016)
Language : English
Paperback : 368 pages
ISBN-10 : 0321985710
ISBN-13 : 978-0321985712
Dimensions : 17.78 x 2.29 x 22.99 cm

Best Sellers Rank: 115,356 in Books (See Top 100 in Books)
- 107 in Software Design & Engineering Textbooks
- 226 in Computer Programming Languages Textbooks
- 320 in Business Project Management

Customer Reviews:
82 ratings

Product description

About the Author

Craig Larman is the co-creator of LeSS, and since 2005 has worked with clients (such as UBS, bwin.party, and Nokia Networks) to apply the LeSS framework to large product groups. With his friend and colleague Bas Vodde, he is the co-author of two previous books on scaling agile development with LeSS, Scaling Lean & Agile Development and Practices for Scaling Lean & Agile Development. He’s also author of the popular introduction, Agile & Iterative Development: A Manager's Guide.

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5 star		65%
4 star		18%
3 star		7%
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Matt

Great read

Reviewed in Australia on 11 November 2019

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This is a great book, offering a lightweight alternative to SAFE which is a more complicated and heavy system, LESS is a nice simple framework explained clearly and simply with beautiful examples by Craig.

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Gerald Dunn

If its failing you aren't doing it right

Reviewed in the United Kingdom on 14 July 2019

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Stephen Denning’s introduction to this book does identify some of the challenges facing organisations scaling their agile adoptions, but I was left at the end wondering whether the book answers them. Denning says: ‘like scrum, Less is not a process for building products’. However the scrum guide says ’Scrum is a framework for developing…products’. Those two sentences put together cause me an immediate unease but I am sure Mr Denning, the consummate and agile consultant that he is, could free himself with one bound. He also says ‘LeSS is deliberately incomplete. It leaves space for vast situational learning.’ That is a common caveat for those unwilling to have their dogma tested too thoroughly by the ravages of real life, reason or logic. The ‘hybrid approach’, the ‘lightweight framework’ are often indicators of evidence-free thinking. Its especially concerning when you read the book which seems actually to be pretty heavy on prescription, and for reserving a position that any failure to achieve the mythical outcomes of agility are more likely due to you ‘not doing it right’ rather than anything else. The agile ‘elephants in the room’ were identified in by Phillippe Kruchten 2011 – this book seems to be promoting elephant conservation which is a good thing in most ways but not in the way referred to here. I present one example from Kruchten’s list: “7. Politics A more systematic and thorough acknowledgment that organizational politics play a big role”. Larman and Vodde seem to want to defenestrate the politicians because they get in the way of their establishment of Rousseau’s Geneva. In my experience the politicians are the one flying in the company jets and that isn’t going to change in the near term. I am not sure I see much encouragement to ‘fill in the gaps’ in any way other than the ways proposed by the authors. That said, what I do like about Larman’s books is his offering of scenario stories and practical approaches for wrestling with some of the challenges confronting agile. The book starts with a scenario of a team handling a recently identified regulatory change in financial services. As someone who has worked at times in that space it allows me to think: is that how real life could or would EVER work, and would the approach suggested result in any better outcomes than actually happened. Each individual scenario and use case may be alluring in its simplicity, but the cross currents of conflicting priorities mean that real life is rarely that amenable to formulaic answers. Jeff Sutherland in his book on Scrum compares decision making cycles to Vietnam-war era dog-fights and sometimes that is exactly what is happening – locked in a tail-spin with the missile-lock alert blaring in the cock-pit. I am sure we can all relate…and I leave it to you to decide whether agile, scrum and LeSS as explained here are a meaningful response. Another worked example later in the text de-constructs the mechanics of processing a financial instrument trade..again a scenario I have some experience with. I am drawn to the simplification, establishing an end to end happy path….it is a technique I have used myself many times despite users desires to complicate with endless exceptions and caveats. My worry is that architecting and delivering a thin sliver of functionality from a customer point of view is so far from the end-state as to make you wonder what good could possibly come of it. (My much more experienced and battle-scarred brother talks of his ‘crazy users who want a bicycle that goes sideways’) . You have something that works for 1,000 transactions a day, but if the very next item on the backlog is ‘as a high frequency trader I want to process 50,000 transactions an hour’ then you may have some hardware to order. And to what extent is anyone really using, or thinking about the sliver of a prototype you have proudly shipped to give you any meaningful feedback. Larman/Vodde explain that this book was a step back to simplify the entry point for LeSS, compared to more detailed earlier offerings and from that point of view it is indeed a relatively short and straightforward guide. The proof of the pudding though…

One person found this helpful

Nikolaos Raptis

Five Stars

Reviewed in the United Kingdom on 14 March 2018

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Fine!

ANDREW EBURNE

LeSS is more...

Reviewed in the United Kingdom on 10 December 2016

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Great book, easy to digest and told me everything I need to know about LeSS.

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Alex Ballarin

Un buen libro para introducirse en LeSS

Reviewed in Spain on 31 December 2016

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Este libro es el más reciente sobre LeSS, el modelo creado por Craig Larman y Bas Vodde para escalar agilidad en grandes organizaciones. Se trata de una buena introducción a este modelo donde se describen:
1) El diseño organizativo de LeSS
2) Como afecta el escalado al producto según LeSS
3) Como es un sprint en LeSS
4) Más allá del LeSS básico

Este modelo es muy potente, uniendo disciplinas dispares como Scrum, Lean, Systems Thinking o Teoría de colas. Te da muchísimas ideas para una organización ágil a gran escala. Los libros originales donde desarrollaron LeSS son [ASIN:B001PBSDIE Scaling Lean & Agile Development] de 2009 y [ASIN:B0046EDOYU Practices for Scaling Lean & Agile Development] de 2010, y suman casi 1.100 páginas. Por ello este libro de introducción puede ser muy útil.

Alex - itnove.com

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Frank

More with LeSS

Reviewed in Italy on 2 November 2016

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Un libro che descrive LeSS e che contiene numerosi suggerimenti / regole per il descaling delle complessità delle organizzazioni e la trasformazione agile di un'azienda. anche se non adotterai LeSS, questo libro sarà una ricca fonte di ispirazione.

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Large-Scale Scrum: More with LeSS Paperback – Illustrated, 22 August 2016

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