Craig Larman serves as a management consultant, with a focus on organizational redesign and mental models, towards the goal of high-value-throughput lean enterprises. His recent focus is leading teams and helping organizations to scale agile principles and lean thinking to large, multi-site, and agile offshore development. Craig created and leads the lean embedded–systems product development initiative at Xerox, and served since 2005 as the main external consultant to Nokia and Siemens Networks for large–scale Scrum and agile adoption. Craig has served as chief scientist at Valtech, an advanced technology consulting, outsourcing, and skills transfer organization with divisions in many countries, based in Paris, France, with a division in Bangalore that applies agile methods to offshore development.
He is the author of Agile & Iterative Development: A Manager's Guide, and the standard university text for software design, Applying UML and Patterns: An Introduction to OOA/D and Iterative Development. His latest books (with Bas Vodde) include Scaling Lean & Agile Development: Thinking and Organizational Tools for Large-Scale Scrum, and Practices for Scaling Lean & Agile Development: Successful Large, Multisite & Offshore Projects with Large-Scale Scrum.
Articles I've written
Top Ten Organizational Impediments
We asked a group of agile development experts working in and with large companies about their most challenging organizational impediments. We aggregated their responses into a list of the top ten organizational impediments for implementing agile methodologies on a large scale.
How to Form Teams in Large-Scale Scrum? A Story of Self-Designing Teams
How long does it take an organization to reorganize in order to adopt Scrum? Three hours. Really.
Background and goal
Bank of America's Merrill Lynch (BAML) Global Securities Operations Technology decided to adopt Scrum — and needed some c...