Book Images
All the images in our books are published under creative commons, and thus feel free to use them in your own presentations or material.
Currently we have these book images available:
- Large-Scale Scrum - More with LeSS
- Practices for Scaling Lean and Agile Development
- Scaling Lean and Agile Development
Book images from Large-Scale Scrum: More with LeSS
The following images are from Large-Scale Scrum: More with LeSS - Craig Larman, Bas Vodde:
Chapter 2
LeSS Complete Picture
LeSS Principles
LeSS Framework
Sprint Planning One - Story Sketch
Sprint Planning
Sprint Review & Retrospective
Sprint Review Bazaar - Story Sketch
Product Managers Discuss - Story Sketch
Multi-Team Product Backlog Refinement - Story Sketch
LeSS Huge Framework
Splitting at the Whiteboard - Story Sketch
Multi-site estimation with Planning Poker - Story Sketch
Chapter 3
LeSS Volunteers
Coaching
Chapter 4
Organizing by Customer Value
Figure 4.1 - Feature Team
Figure 4.2 - Component Teams Model
Figure 4.3 - Feature Teams Model
Figure 4.4 - Component vs Feature Teams
Figure 4.5 - Feature Team Adoption Map
Figure 4.6 - Feature Team Adoption Map - Example Telecom
Figure 4.7 - Feature Team Adoption Map - Example Finance
Figure 4.8 - Two Dimensions of Specialization
People Structure
Figure 4.9 - Typical LeSS Organizational Chart
Figure 4.10 - Requirement Areas
Figure 4.11 - Grow a Parallel Organization
Figure 4.12 - Typical LeSS Huge Organizational Structure
Chapter 5
Figure 5.1 - LeSS Organization
Figure 5.2 - Responsibilities of the LeSS Roles
Figure 5.3 - Product and Organizational Focus of the Roles
Chapter 6
Figure 6.1 - Scrum Master Focus Over Time
Figure 6.2 - Product Owner RelationshipsFigure 6.3 - Product and Organizational Focus of the Roles
Chapter 8
Figure 8.1 - Types of Development and the Product Owner Location
Figure 8.2 - Product Owner Relationships
Chapter 9
Figure 9.1 - Partial Splitting and Taking a Bite
Figure 9.3 - New Area with Only One Item
Figure 9.4 - Backlog Refinement before Joining New Area
Figure 9.5 - Building the Bite while Refining New Items
Figure 9.6 - Adding New Teams and Having a Leading Team
Chapter 10
Figure 10.1 - Definition of Done
Figure 10.2 - Growing a One Sprint of Undone Work
Figure 10.3 - Piling up Three Sprints of Undone Work
Figure 10.4 - Undone Work Causing Risk and Delay
Figure 10.5 - Bad Idea: Doing Undone Work using Release Sprint
Figure 10.6 - Bad Idea: Doing Undone Work using Undone Department
Figure 10.7 - Bad Idea: Doing Undone Work using Pipelining
Chapter 11
Figure 11.1 - Product Backlog Refinement
Chapter 12
Sprint Planning
Chapter 13
Just Talk
Communicate in Code
CommunitiesCross Team Meetings
Component Mentors
Open Space
Travelers
Scouts
Mix and Match
Chapter 14
Sprint Review and Retrospective
Book images from Practices for Scaling Lean and Agile Development
The following images are from Practices for Scaling Lean and Agile Development - Craig Larman, Bas Vodde:
Book Cover
Component Teams
Feature Teams
Chapter 2
Figure 2.1: Large-Scale Scrum, Framework-1 (LeSS)
Figure 2.1: Large-Scale Scrum, Framework-2 (LeSS Huge)
Chapter 3
Figure 3.1: Marick’s Test Categories
Figure 3.2: Testing Activities in an Iteration
Figure 3.3: A-TDD Overview
Figure 3.4: A-TDD in More Detail
Figure 3.5: Conventional Document-centric Style of Requirements Clarification
Figure 3.6: A-TDD Steps Mapped to Scrum Iteration
Figure 3.7: Relationship Between Examples, Tests, and Requirements
Figure 3.9: UAT is a Subset of Acceptance Tests
Figure 3.10: Overview of Exploratory Testing
Figure 3.11: Difference Between Scripted And Exploratory Testing
Figure 3.17: Robot Framework Architecture
Chapter 4
Figure 4.1: Business-Facing Change-Opportunities when Adopting Scrum
Figure 4.2: Scrum May Contribute To Business Objectives
Contract Game Figure 1
Contract Game Figure 2
Contract Game Figure 3
Contract Game Figure 4
Contract Game Figure 5
Contract Game Figure 6
Contract Game Figure 7
Contract Game Figure 8
Feature War Causal Loop
Contracts in R&D Causal Loop
Lack of Product Management Collaboration Causal Loop
Total Picture Product Management Causal Loop
Figure 4.4: Take On A Common Goal Rather Than Create a Platform Group
Product Management - Product Owner Venn Diagram
Chapter 5
Figure 5.1: Initial Product Backlog Creation Happen Once
Figure 5.2: Continuous Product Development
Figure 5.3: Sample Activities In Kickoff Workshops
Figure 5.7: Feature Teams and not Seperate Infrastructure Groups
Figure 5.8: Undone Work Grows Over Time
Figure 5.9: Release Sprint
Figure 5.10: Teams Do a Release Sprint with the Undone Unit
Figure 5.11: Undone Unit After One Release Sprint
Figure 5.12: Expand Done Over Time
Chapter 6
Figure 6.1: Role for Coordinator Between Departments
Figure 6.2: Full Cross-Functional Integration
Figure 6.3: Effect of Team-External Coordinator Role
Figure 6.4: One Difference Between Project Manager and Scrum Master Role
Chapter 7
Figure 7.1: Artifacts
Figure 7.2: Avoid Seperate Analysis Groups and Fake Team Members that Hand Off Requirements
Figure 7.3: Timing of Requirement Workshops
Figure 7.5: Refine the Backlog Incrementally
Experiment with Many Analysis Techniques 1
Experiment with Many Analysis Techniques 2
Chapter 8
Figure 8.1: Architecture Metaphore Causal Loop
Figure 8.8: Incrementally add Features Across Layers
Figure 8.9: Start Programming a New Product with one Tiger Team
Figure 8.10: A Time To Get SAD
Chapter 9
Figure 9.1: Browser Market Share and Releases
Figure 9.2: Dynamics of Unrealistic Deadline
Figure 9.3: Code Quality Decreases Over Time
Figure 9.4: Rewite Increases Code Quality
Figure 9.5: Code Base Quality Degrades Again After The Rewrite
Figure 9.6: Growing the Code Healthfully
Figure 9.7: Clean Up Your Neighborhood
Chapter 10
Figure 10.1: Growing versus Building
Figure 10.2: CI System
Figure 10.3: The Dynamics of Broken Builds
Figure 10.4: Scaled CI System
Chapter 11
Figure 11.1: Gradual Transition from Component to Feature Teams
Joint Retrospective
Chapter 12
Figure 12.1: Varying Impacts of Team Dispersion
Chapter 13
Figure 13.11: pre-UAT After Each Feature
Figure 13.12: Iterative Requirements Onshore to Offshore
Chapter 14
Figure 14.2: System Dynamics of Degree of Contract Flexibility and Early Lawyer Collactoration
Chapter 15
Figure 15.1: Feature Team
Figure 15.2: Feature vs. Component Teams
Figure 15.3: Some Drawbacks of Component Teams
Figure 15.4: Gradual Transition from Component to Feature Teams
Figure 15.5: Requirement Areas
Book images from Scaling Lean and Agile Development
The following images are from Scaling Lean and Agile Development - Craig Larman, Bas Vodde:
Chapter 2
Variables in a Causal Loop Diagram
Effects in a Causal Loop Diagram
Unknown Effect in a Causal Loop Diagram
Opposite Effect in a Causal Loop Diagram
Constraints in a Causal Loop Diagram
Goals in a Causal Loop Diagram
Measurement Dysfunction Causal Loop
Measurement Dysfunction with Go See Causal Loop
Quick-Fix Causal Loop Diagram: Hire More Developers
Quick-Fix Causal Loop Diagram: Hire Cheap Developers
Extreme Effect Causal Loop Diagram: Cheap Low-Skilled Developers
Delay in a Causal Loop Diagram: Low-Skilled and Code Quality
Positive Feedback Loops: Quality of Developers Relationship to Quality of Code
Mental Model in Causal Loop: Developers Make Us Go Faster 
Figure 2.2: Developers Secret Toolsbox Causal Loop
Figure 2.3: Developers Secret Toolbox and Bug Fixing Delay Causal Loop
Figure 2.6: Ishikawa Diagram
Chapter 3
Figure 3.1: Lean Thinking House
Small Lean Thinking House
Figure 3.2: Respect For People
Figure 3.6: Three Sources of Waste
Figure 3.8: How to Outlearn The Competition
Figure 3.9: Lean Product Development Practices
Chapter 4
Figure 4.1: Thinking Mistake Regarding Queues in Systems with Variability
Figure 4.2: Basic M/M/1/inf Queue
Figure 4.3: M[X]/M/1/inf Queue More Common in Product Development with Variable Batches
Figure 4.5: Benefits of Reducing Batch and Cycle Size
Figure 4.6: Product Backlog Contains Several Queues
Chapter 5
Figure 5.1: Cockburn Scale
Continuum of Practices
Chapter 7
Figure 7.1: What is a Feature Team
Figure 7.3: Component Teams Leads to Waterfall Development
Figure 7.4: Component Teams Leads to Less Valuable Features Being Developed
Figure 7.5: Component Teams Leads to Ever-growing Development Groups Causal Loop Diagram
Figure 7.6: Component Teams Leads to Ever-growing Development Groups Picture
Figure 7.7: Component Teams Leads to Challenges in Planning and Coordination
Figure 7.8: Feature Teams Switch the Coordination Problem to Code
Figure 7.9: Feature Teams Still Have Specialization
Figure 7.11: Transitioning to Feature Team by Reorganizing
Chapter 8
Figure 8.1: Cross-Functional Teams. Not Single Function Groups
Figure 8.2: Team Performance Increases over Time
Figure 8.3: Large-scale Scrum Teams
Figure 8.4: Mismatch Between Skills Needed for a Backlog Item and Skills in the Team
Figure 8.5. Not Recommended: Parallel Releases
Figure 8.6: Parallel Releases Lead to Staircase Branching and Leads to a lot of Waste
Figure 8.7: Recommended: Mainline Development
Chapter 9
Figure 9.1: Requirement Area Grouping in the Product Backlog
Figure 9.2: Views on the Product Backlog are Created called Area Backlogs
Figure 9.3: Every Area has an Area Product Owners
Figure 9.4: Feature Teams Work inside One Area Teams
Chapter 10
Figure 10.1: Galbraiths Star Model for Organizational Design
Figure 10.2: Continuous Product Development (without projects)
Figure 10.3: Example Organizational Chart for an Feature Team/Requirement Area Organization
Figure 10.4: Focus of Incentives Increases Dissatisfaction Causal Loop Diagram
Figure 10.5: Joel Spolskys Business Plan
Chapter 11
Figure 11.1: Large Scale Scrum Framework 1 for up to Ten Teams (LeSS)
Figure 11.2: Large Scale Scrum Framework 2 for More Than Ten Teams (LeSS Huge)
Unpublished
Unpublished - Scrum with one team