Overview
What this challenge is about.
Design a 12-week LeSS rollout for six veterinary software teams. Shift to feature teams and a single backlog. Earn a verifiable certificate.
The scenario
Kelpie Health is a 290-person vertical software-as-a-service company in Sydney whose product manages appointments, clinical records, and billing for veterinary clinics across Australia and New Zealand, generating about AUD 38M in annual recurring revenue. Its six Scrum teams grew up independently and now own overlapping slices of a single customer-facing product, creating coordination overhead the leadership team wants to remove.
The Brief
What you'll do, and what you'll demonstrate.
Design a faithful, measurable 12-week plan to move six independent Scrum teams to Large-Scale Scrum as one integrated product, accounting honestly for the cultural and role-change risks involved.
Earning criteria — what you'll demonstrate
- Translate Large-Scale Scrum rules and principles into concrete organisational and process design decisions for a specific company
- Restructure component-oriented teams into feature teams and redesign Product Owner roles into a Product Owner plus Area Product Owner model
- Design a realistic multi-team ceremony cadence across time zones with clear ownership
- Build a training plan that targets observed practice gaps rather than generic agile theory
- Produce an honest risk register that surfaces cultural and role-change risks alongside delivery risks
Program Fit
Where this fits in your program.
Sharpens the same skills your degree expects you to demonstrate.
Aligned coursework coming soon.
Skills
Skills you'll demonstrate.
Each one shows up on your verified credential.
- Advanced Process Models
Apply advanced process models to solve real industry problems and demonstrate production-level capability.
- Scaling Agile
Apply scaling agile to solve real industry problems and demonstrate production-level capability.
- Less
Apply less to solve real industry problems and demonstrate production-level capability.
- Process Design
Apply process design to solve real industry problems and demonstrate production-level capability.
- Team Coaching
Apply team coaching to solve real industry problems and demonstrate production-level capability.
- Risk Management
Identify, assess, and mitigate risks across business operations and projects.
Careers
Career paths this challenge builds toward
Completing this challenge demonstrates skills that transfer directly to these roles:
Engineering Manager
Leading a multi-team process change is core engineering-management work. This challenge has you redesign team structure, cadence, and roles for six teams at once and defend the plan with measurable criteria, mirroring how managers run real organisational transitions.
This challenge sharpens
- scaling-agile
- process-design
- team-coaching
Agile Transformation Lead
Transformation leads guide companies into scaled frameworks. Designing a faithful Large-Scale Scrum rollout with phased sequencing, training, and honest risk management is exactly the deliverable this role produces for executive sponsors.
This challenge sharpens
- advanced-process-models
- less
- scaling-agile
Director of Engineering
Directors own org design and delivery risk at scale. Restructuring teams, redesigning the Product Owner model, and committing to measurable 12-week outcomes builds the judgment a director needs to sponsor and govern change across many teams.
This challenge sharpens
- process-design
- risk-management
- scaling-agile