YLE's Lean-Agile Change Initiative Strengthens Collaboration

LEAN-AGILE CHANGE
INITIATIVE AT YLE, YEAR ONE
Mirette Kangas (YLE) & Antti Kirjavainen (Houston Inc.)

About us
Mirette Kangas
• Head of Development at
YLE
• Project Management
background
• Changing Media market,
Lean and Agile
Antti Kirjavainen
• Organization coach
• Developer background
• Management 3.0 trainer
@AgilePrague @mirettekangas
@anttiki #yle #houstoninc

Yle, the Finnish Broadcasting Company
• 4 television channels
• 9 radio channels
• extensive online services
• 20 regional radio services in
Finnish, 5 in Swedish and 1 in
Sámi
• 8 regional television news
broadcasts
• 3,173 permanent employees
(January 1, 2014)
• Yle is financed by a tax paid by
both individuals and
companies.
VALUES
• Reliability
• Independence
• Respect for everyone
GOALS
• Yle serves all Finns
• Yle provides value
to the society
• Yle has
the media sector´s
best competence

Yle´s web services
Main services
• Yle Areena (IPTV service),
Finland's most appreciated online
media brand
• Yle News
• Svenska.yle.fi
Other services
• Children
• Learning
• Web journalism
• Buu.yle.fi
• Vetamix
All of Yle´s channels are streamed in Yle Areena

AREENA
DEVELOPMENT
ORGANIZATION
First Initiative, Spring 2013

Activities
Software Developers
Head of Business
Product People
Steering Group
Head of IT
IT Managers
Create Portfolio
Backlog
New ways
of working

Increased visibility: daily meetings
IT Managers Product People
Software Developers

Fostered collaboration inside the
development organization
Software Developers

Improvement demands time

Collaboration in decision-making is
needed
Software Developers
Head of Business
Product People
Steering Group
Head of IT
IT Managers

Areena: Consequences
• Collaboration with YLE and Houston Inc. was
strengthened due to weekly status, feedback and
coaching sessions between Mirette and Antti
• Essential in order to get ideas how to continue
• And what happened next…

YLE’S VISION
FOR INTERNET
2015
Second Initiative, Spring 2013

YLE’s Vision for Internet 2015
• YLE had created an ambitious vision for company-wide
internet business in early 2013
• The vision was planned to be realized by 2015
• Realization of the vision needed new kind of
collaboration between different business units and
technological functions at YLE
• It was seen that that would require a significant shift
in ways of working and management
• There was no shared understanding of processes
and decision-making

• Internet Vision 2015 Workshops
• To facilitate the change to new ways of working and
• To create shared understanding of the goals and
content of Internet Vision 2015
• Set of 8 workshops
• ~60 people from all units at YLE
• From all levels: experts, managers, directors
• Different disciplines: developers, journalists, UX
designers, producers, architects

Shared goal for all internet work
• Customer perspective • Target condition for
ways of working
Photo by stavos (CC2.0 by-nc-nd) Photo by yuan2003 (CC2.0 by-nc)

Roadmap operating model brought
into use
Roadmap meeting
Every 2 weeks
30 minutes
Areena
Service dev
organizations
News yle.fi
frontpage
Kids
Learning
Content
creation
Platforms
Arch.
Swedish
Events
Roadmap demo
Every 2 months
Roadmap
retrospective
Every 2 months
Steering
Group
Reviews roadmap
Every 3 months
Roadmap
Content related to
work coordination
(no direct customer
impact)
Surface.
Customer
impact.
To
steering
group.
Legend
Yle.fi
etusivu
Areena
U&A
Lapset
Oppi-minen
Muu
verkko-journalismi
Svenska
Alustat
Väline
Toiminta-malli

Transparency of all internet work
over organization boundaries

Shared understanding of work is a
prerequisite
Photo by yuan2003 (CC2.0 by-nc)

Hard to decide on suitable level of
abstraction for roadmap items

Internet Vision 2015:
Consequences
• Roadmap wall, meetings for communication and
transparency of work between units have been running
for a year
• Roadmap is visible for all, accessible online in Trello
• Using roadmap wall to communicate with board of
directors on company-wide steering
• YLE’s lean-agile change initiative is based on the
introduction of these practices
• SAFe was benchmarked as a reference implementation
• Positive spirit of collaboration growing between different
units

AREENA
PORTFOLIO
MANAGEMENT
Third initiative, Autumn 2013

Goals (and commitment) for the new
portfolio management
Effective
steering of
Areena
development
Improve
Visibility on
Areena
Development
Improve
collaboration
with
stakeholders
@AgilePrague @mirettekangas @anttiki #yle #houstoninc

Goals and principles
Effective
steering of
Areena
development
Identify and improve
ineffective ways of
working
Improve
Visibility on
Areena
Development
Impact-based steering
Improve
collaboration
with
stakeholders
Describe the customer
impact of new
development ideas
Transparent division
of responsibilities
Working and
transparent
communication
Transparent goals
and decisions
Modeling and
improving the ways
of working
Stakeholder needs
mapping
Transparency of
new development
ideas, goals and
decisions

Effective
steering of
Areena
development
Rolling planning, merging
project planning and
reporting
Sharing all material in
Improve
Visibility on
Areena
Development
Actions
Improve
collaboration
with
stakeholders
Merging the portfolio
management with Yle.fi
roadmap and steering
group
Way of working for
describing new
development ideas
Stakeholder
interviews
New model of
continuous
planning
Making planning
model transparent,
designing interfaces
for stakeholders
one location
Areena development
demos
Merging of decision
processes

Internet continuous (project) planning model and
investment process
Steering Group
Defines the strategy and focus areas
Internet Roadmap
Short and long term epics in all service areas
INTERNET PORTFOLIO
Strategy, focus and roadmap
implementation
PORTFOLIO
BACKLOG 1 Q 1 Q 1 Q 1 Q
High level goals
and focus
BUILD
Goals and
development
actions described
in Portfolio
LEARN MEASURE
High level goals
and focus
Goals= Customer value, Technical impact, Content
objectives
High level goals
and focus

Continuous Planning Model for
Areena Portfolio Management
Areena
Product Owner Team
Need, size =
big
Is the need
relevant for
Areena?
Document the
need
Yes
Impact
Value
(Confluence)
No
Research
Technical
implementation
options
Size
Risks
(Confluence)
IT Managers, architects
and developers
Prioritization
Priority?
(decision:
Confluence)
Portfolio board:
Before current work
Portfolio board: To
the next quarter
Portfolio board:
Backlog (4-9 months)
No actions
No Actions
Portfolio board: As a
part of existing epic
Urgent
Timely and
valuable
Valuable
Part of existing work,
valuable
Not current
Move the other
items in the
Portfolio board
Demo the
decisions at the
Areena steering
group
Communicate
changes to the
roadmap
Communicate
changes to
project tracking
and planning

Increased visibility: weekly
meetings
Software Developers

Areena Portfolio Management:
Successes
The change initiative itself:
• Demos
• Goals
• Communication
• Transparency

OUR LEARNINGS
FROM THE
FIRST YEAR

Expectation management is hard

Scaled Agile Framework

Scaled Agile Framework
Market research
Field research
Measurements
Crowdsourcing
Problem-shooting
Trial versions
Complete
product
Company
portfolio
Investments /
progress
*What to do /
How to do
Teams
Balancing investments
Subjective metrics
Setting subjective goals
Adaptive design
Lead times
Adjustment in versions
working
Organizational
learning
Continuous
improvement
Continuous
work
Nitor Delta

If you want to be more agile,
fail early

Individuals and interactions count
Image source http://runkle-consulting.com/

Thank you!
@mirettekangas
@anttiki

YLE's Lean-Agile Change Initiative Strengthens Collaboration

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