Investment Banks are notorious for struggling to have broad definitions of their internal technological products to enable teams to deliver end to end value to their customers and users. Instead they opt to take an opportunity and break it down into its component pieces thus loosing the ability to effectively and efficiently deliver value in increments.
During my session i will share the theory of scaling Scrum using LeSS through my soon to be published case study and explain how we dealt with a large component focussed delivery. I will talk about my practical experiences and provide opportuniy for interactive discussions.
Ben has coached product delivery agility since 2002, and has predominantly worked on regulatory deliveries with distributed and co-located teams as well as driving the growth of RBS's Agile community.