4. 4
⢠9 component teams
⢠~75 backlogs
⢠1 PO per 1-2 team(s)
⢠Architects working as technical PO
⢠Project managers
⢠Fights between Waterfall, Scrum, Kanban, EVO, âŚ
Y SOFT R&D 11/2016
5. 5
⢠Isolated part of the product
⢠Separate company
⢠Shared codebase with the rest of SafeQ
⢠2 teams (Frontend & Backend) â 14 people
⢠2 team leads
⢠1 product manager
⢠1 engineering manager
SCANNING
12. 12
⢠Removed management layer
⢠Removing âbutâ from
Scrumbut
⢠Incredible support from VP
⢠PO with strategy and vision
⢠Community of Scrum
masters
⢠Firewall around the team ⢠Cultural pushback
⢠Fear of failure in the team
17. 17
⢠VP level attended CLP
⢠Co-friends since June 2019
⢠Co-Learning helped us
convince the board
⢠Aleť is our biggest supporter
across the company
⢠Continuously failing
communication
⢠We designed metrics but
didnât go live with them
21. 21
⢠Multi-Layered for a reasonably small organization
⢠No clear PO - firefighting organization
⢠898 build plans in total
⢠A lot of item statuses available for workflow
EXAMPLES
ASSESSMENT FROM CO-LEARNING
39. 39
⢠We have product definition!
⢠No official change team
⢠Only volunteers
⢠Lots of people involved
⢠Poorly communicated
preparation goals
⢠Nobody wanted to be PO
⢠People appeared and
disappeared
41. 41
July 2017
Spring 2018
Summer 2018
Technical assessment
Initial workshops
Lots of activity
Y SOFT LeSS ADOPTION
Demo team in Scrum
We have decision
Co-Learning on scene
42. 42
July 2017
Spring 2018
Summer 2018
Autumn 2018
Technical assessment
Initial workshops
Lots of activity
Y SOFT LeSS ADOPTION
Demo team in Scrum
We have decision
Co-Learning on scene
44. 44
⢠We went from zero to many in no time
⢠Some of them used by subject matter experts as way to control work
⢠Most of them without idea how to work as CoP
⢠Webinar from Co-Learning was game changer
⢠Security team transformed to CoP with strong vision and strategy
COMMUNITIES OF PRACTICE
46. 46
⢠Introducing personal
responsibility
⢠We focused on influencers
⢠Open space in every location
⢠Involvement of PR guys
⢠Security CoP as role model
⢠VP of Product management
as PO
⢠Continuously failing
communication
⢠VP in charge is leaving 3
weeks before the Flip
⢠People appeared and
disappeared
⢠Huge cultural pushback
⢠Decision to postpone flip
47. 47
July 2017
Spring 2018
Summer 2018
Autumn 2018
Technical assessment
Initial workshops
Y SOFT LeSS ADOPTION
Demo team in Scrum
We have decision
Co-Learning on scene
48. 48
July 2017
Spring 2018
Summer 2018
Autumn 2018
Technical workshops
Flip postpone
Technical assessment
Initial workshops
Y SOFT LeSS ADOPTION
Demo team in Scrum
We have decision
Co-Learning on scene
49. 49
July 2017
Spring 2018
Summer 2018
Autumn 2018
January 2019
Technical workshops
Flip postpone
Technical assessment
Initial workshops
Y SOFT LeSS ADOPTION
Demo team in Scrum
We have decision
Co-Learning on scene
66. 66
⢠Collocated team
⢠Size 6-10 people
⢠Deliver as much PBI independently as possible
⢠High diversity of skills and personalities
⢠Only team members, Scrum masters and managers continue
TEAM SELF-DESIGN
83. 83
⢠Strong statement from
C-level about importance of
change
⢠Transparency of single PBL
⢠Bug matrix
⢠Feature teams
⢠L4 support team
⢠Roadmap was confirmed 30
hours before the Flip
⢠Fail with DoD
⢠Culture of chitchatting
84. 84
July 2017
Spring 2018
Summer 2018
Autumn 2018
January 2019
Technical workshops
Flip postpone
Technical assessment
Initial workshops
Y SOFT LeSS ADOPTION
Demo team in Scrum
We have decision
Co-Learning on scene
85. 85
July 2017
Spring 2018
Summer 2018
Autumn 2018
January 2019
Technical workshops
Flip postpone
Technical assessment
Initial workshops
Flip
Y SOFT LeSS ADOPTION
Demo team in Scrum
We have decision
Co-Learning on scene
86. 86
July 2017
Spring 2018
Summer 2018
Autumn 2018
January 2019
Technical workshops
Flip postpone
Technical assessment
Initial workshops
Flip
Y SOFT LeSS ADOPTION
Demo team in Scrum
We have decision
Co-Learning on scene
September 2019
88. 88
⢠Blame LeSS for our old
pains
⢠Weak product strategy and
vision
⢠Face slap from poor CI
⢠Management pushing
efficiency
⢠Roles dysfunctions filled by
Scrum masters
⢠Underestimated effects of
the change to the whole
company
⢠Larmanâs laws are true
⢠Old pains suddenly very
visible
⢠We are delivering whole
product increments
⢠Higher focus
⢠R&D is not blackbox
anymore
89. 89
July 2017
Spring 2018
Summer 2018
Autumn 2018
January 2019
Technical workshops
Flip postpone
Technical assessment
Initial workshops
Flip
Y SOFT LeSS ADOPTION
Demo team in Scrum
We have decision
Co-Learning on scene
September 2019
90. 90
July 2017
Spring 2018
Summer 2018
Autumn 2018
January 2019
Technical workshops
Flip postpone
Technical assessment
Initial workshops
Flip
Y SOFT LeSS ADOPTION
Demo team in Scrum
We have decision
Co-Learning on scene LeSS conference
September 2019
91. 91
⢠Everybody can be enabler with inspirational vision
⢠You need strong support from execs
⢠Extreme transparency is a must
⢠You need external help to help with internal conflicts
⢠Politics is your good friend and worst enemy
⢠System modelling is your best friend
⢠Communication, communication, communicationâŚ
⢠Many failures will happen, donât take them personally
PERSONAL LESSONS LEARNED