Private corporate batches, live online cohorts and 1-on-1 mentoring in Large-Scale Scrum — descaling product development rather than adding process on top of it — taught by a practitioner who runs it in production.
20 years across DevOps, SRE and Security · 10,000+ engineers trained · Trained teams at JPMorgan Chase, Verizon, Nokia and the World Bank
Principal DevOps Engineer & Architect
Rajesh teaches LeSS as an organisational change engagement rather than a framework overview — the two configurations and when each applies, feature teams versus component teams and the structural work of converting between them, multi-team Sprint Planning and Review facilitation, the changed role of managers, and continuous integration as the technical precondition without which multi-team Scrum does not hold together. Sessions work through the adoption decisions a real product group faces, including the ones where the honest answer is that the organisation is not ready.
Twenty years across DevOps, SRE and Security, in principal and architect roles at PayPay, SoftwareAG, ServiceNow, JDA Software, Intuit, Adobe and others. He has trained engineers at JPMorgan Chase, Verizon, Nokia, the World Bank, VMware, Oracle, Mercedes-Benz and Airbus — more than 10,000 people personally. He teaches what he runs, not what he reads.
You are booked with a named engineer, and that is who turns up. Marketplaces and larger providers rotate whoever is free, so the person who sold you the agenda is rarely the person teaching it.
The same trainer is available for the next engagement, which matters when a team builds on what it learned last time.
Your batch is assigned a named trainer before it starts, and that is who teaches it. See the full faculty.
Engagements are matched on the tool, not the calendar. For LeSS that means a trainer who has run it in production — Large-Scale Scrum — descaling product development rather than adding process on top of it — rather than whoever is free that week. You are told who is teaching before you commit, and that person is on the discovery call that shapes the agenda.
Where a batch is large enough to need a second trainer, the pairing is declared up front. The lead trainer stays accountable for the syllabus and the assessment either way.
Principal DevOps Engineer & Architect
Twenty years across DevOps, SRE and Security in principal and architect roles at PayPay, SoftwareAG, ServiceNow, JDA Software, Intuit, Adobe, IBM/Emptoris, Ness, MindTree and Accenture. He has trained more than 10,000 engineers personally, at organisations including JPMorgan Chase, Verizon, Nokia, the World Bank, VMware, Oracle, Mercedes-Benz and Airbus. He teaches what he runs, not what he reads.
Teams of 8–30
Custom agenda, your timezone, onsite or online, NDA-friendly.
Request a quoteIndividual engineers
A private instructor and a curriculum built around your goal.
₹99,999Individuals who want peers
Scheduled batch, max 8 to 10 hours of live instruction.
₹34,999A private batch starts with a discovery call. We look at the stack you actually run — the CI system, the cloud, the constraints — and map the agenda onto it, so examples use your topology rather than a generic one.
Delivery is onsite at your premises, live online, or hybrid, scheduled around your release calendar rather than ours. Batches run 8 to 30 engineers.
Every attendee leaves with recordings, slides, lab repositories and a completion certificate. You receive an attendance and assessment report. Invoicing supports PO and GST.
Talk to us about a private LeSS batchLeSS — Large-Scale Scrum — is a framework for applying Scrum to product development involving more than one team. Its central claim is unusual among scaling frameworks: it does not add roles, artefacts or ceremonies. It keeps one Product Owner, one Product Backlog and one Definition of Done across every team, and asks what the organisation must simplify in order for that to work.
That inverts how scaling is usually approached. Most frameworks respond to more teams by adding coordination machinery — release trains, programme layers, integration roles. LeSS calls this an increase in organisational complexity and argues the opposite: remove the structures that made coordination necessary. Teams are feature teams rather than component teams, they integrate continuously into one shippable product, and they coordinate directly rather than through a manager or a coordination body.
LeSS comes in two configurations. Basic LeSS covers two to eight teams working on one product. LeSS Huge applies when a product is large enough to require Requirement Areas, each with an Area Product Owner, while still preserving one product-level backlog. In both, Sprint Planning splits into a shared part-one and per-team part-two, there is one Sprint Review for the whole product group, and an Overall Retrospective examines the system rather than any single team.
Most organisations adopting agile at scale get the mechanics and miss the point. They add a framework layer, keep component teams, keep separate backlogs per team, and end up with the same handoffs they had before plus a new vocabulary. Delivery does not speed up because the structural constraints were never addressed.
LeSS is worth learning precisely because it is uncomfortable. It asks organisations to change reporting lines, dissolve component ownership, and give up the coordination roles that make the current structure legible to management. That is why it is often chosen by groups that have already tried a lighter-touch scaling framework and found it did not change outcomes.
The demand is consequently for people who can run an adoption rather than recite the rules. That means facilitating multi-team events, restructuring teams around customer-visible features, working with managers whose roles genuinely change, and being honest about what the organisation is not willing to alter — because a partial LeSS adoption has predictable failure modes worth naming in advance.
The argument before the framework. Why adding coordination machinery tends not to speed delivery, what 'descaling' means in practice, and an honest comparison of LeSS against the other scaling frameworks including where LeSS is the wrong choice.
Topics: Why scaling frameworks are adopted · The descaling argument · LeSS principles · Comparison with other scaling approaches · Where LeSS does not fit · Preconditions for adoption
The two-to-eight-team configuration. One Product Owner, one Product Backlog, one Definition of Done, and what each of those single points implies for how work is decided and delivered.
Topics: One Product Owner across teams · One Product Backlog · One Definition of Done · The Scrum Master role in LeSS · Team self-management · What LeSS deliberately omits
The structural change that does most of the work, and the one organisations resist hardest. Component versus feature teams, the transition path, and what happens to component expertise when component ownership goes away.
Topics: Component teams and their costs · Feature team definition · Transitioning from component to feature teams · Preserving expertise without ownership · Communities of practice · Handling the resistance
How the events actually run with many teams in the room. Sprint Planning split into shared and per-team parts, one Sprint Review for the whole product, and coordination that happens directly between teams rather than through a layer.
Topics: Sprint Planning part one · Sprint Planning part two · Coordination between teams · One Sprint Review · Team Retrospective · Overall Retrospective
Keeping one backlog usable across many teams. Multi-team and overall refinement, splitting work so several teams can take it, and prioritisation when every team draws from the same list.
Topics: Overall refinement · Multi-team refinement · Splitting items for parallel work · Prioritisation with one Product Owner · Managing dependencies without a dependency board · Backlog transparency
When one product is too large for Basic LeSS. Requirement Areas, Area Product Owners, and how the product-level backlog survives the split — plus the ways LeSS Huge is commonly misapplied as a licence to rebuild the old structure.
Topics: When to move to LeSS Huge · Requirement Areas · Area Product Owners · Area backlogs and the product backlog · Moving teams between areas · Common misapplications
The part that decides whether an adoption survives. How management roles change, what happens to project managers and component leads, organisational structure implications, and running an adoption as a change programme rather than a training event.
Topics: The changed role of managers · Go-see and improvement work · Organisational structure implications · What happens to existing roles · Adoption strategies · Failure modes of partial adoption
Multi-team Scrum does not hold together without the engineering to support it. Continuous integration across teams, shared code ownership, trunk-based development, test automation, and the Definition of Done as a technical contract.
Topics: Continuous integration across teams · Shared code ownership · Trunk-based development · Test automation and the test pyramid · Definition of Done as technical contract · Technical debt at product scale
We rebuild the agenda around the tools you actually run.
Request a custom agendaAssess a real product group against the LeSS preconditions and produce a written recommendation, including an explicit list of what the organisation will not change.
Map an existing component structure and design the feature-team target state, with a phased transition plan and named risks.
Run a simulated Sprint across multiple teams — both parts of Planning, coordination, one Review, team and Overall Retrospectives.
Take a real backlog through overall and multi-team refinement until three teams could credibly start the same Sprint.
Work through what happens to existing managers, project managers and component leads, and design roles they would actually accept.
Produce a complete adoption proposal: structure, sequence, engineering preconditions, risks, and the honest case against proceeding.
Billed yearly at ₹9,996
Max 8 to 10 hours of live instruction
Full program, private instructor
8–30 engineers · custom agenda · onsite or online · PO and GST invoicing
Refunds. If we cancel or postpone a cohort, you get a full refund within 15 days. There is no money-back guarantee otherwise.
Terms. Course material remains licensed to the attendee. Read the terms.
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Certificate of completion
Very detailed explanation and has lots of patience in attending the questionnaire. Thanks again for your wonderful sessions.
Good discussion, helped us to understand different tools in SRE.
Got good lab sessions which kept the new DevOps tool learnings to the point and it helped a lot in my career.
I took Terraform training with the tutor named Mithilesh. I requested to tailor the course curriculum for my needs. He did an excellent job of showing me how to write the Terraform script per the instructions provided.
My experience with the AIOps training was positive. The course covered important topics in a structured way, and Rajesh Kumar explained the concepts patiently. I found the practical aspects particularly helpful because they made the technical content easier to understand.
I was looking to improve my understanding of AIOps, and this training helped me achieve that goal. Rajesh Kumar explained the subject in a structured and practical manner. The sessions on different AIOps concepts were informative.
| What matters | YouTube + blogs | Generic online course | Freelance marketplace | DevOpsSchool |
|---|---|---|---|---|
| Named practitioner | No | Rarely | Varies per booking | Yes — same trainer each time |
| Production experience | Unknown | Unknown | Unverified | 20 years, named employers |
| Custom agenda | No | No | Sometimes | Built from your stack |
| Onsite delivery | No | No | Sometimes | Yes |
| Lab environment | None | Sandbox that expires | Varies | Your own cloud — skill goes with you |
| Assessment | None | Quiz | Rarely | Assignments + capstone per module |
| Per-attendee certificates | No | Sometimes | Rarely | Yes |
| Corporate invoicing | No | Limited | Varies | PO and GST |
| Post-training support | None | Forum, time-limited | None | Lifetime forum access |
Tell us the team, the stack and the timeline. You'll get a straight answer, not a sales sequence.
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