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 break it down into its component pieces thus loosing the ability to effectively and efficiently deliver value to their users and customers in small 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.