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Lean-agile management at Finnish Broadcasting Company Yle
The document presents an overview of the implementation of lean-agile management at the Finnish Broadcasting Company YLE, focusing on changes in web and mobile services. It outlines the transition to a large-scale agile framework since 2012, detailing the organization's strategy, goals, and management approaches, as well as their experiences and lessons learned in enhancing customer-driven development and collaboration. Key components include a portfolio kanban system, agile roadmap, and continuous feedback mechanisms to ensure adaptive, effective operations.
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Overview of Lean-Agile management at YLE, addressing changes in web and mobile areas.
Contents of the presentation, outlining key topics like web services, Lean vision, and agile implementation.
Main and other services at YLE, including Yle Areena, News, and Youth services.
Discussion on how YLE could benefit from Large Scale Agile methodologies, referencing SAFe framework.
Details on the start of Lean and Agile transformations in 2013 within YLE's operations unit.
Establishing current state, business case, vision statement, and measurement strategies.
Goals focused on customer value and reducing cycle time for better performance.
Structure for short- and long-term goals with focus areas for web and mobile services.
Emphasis on creating an agile and adaptive organizational structure within YLE.
Overview of Lean and agile portfolio models, team cooperation, and leader preparation.
Details on the high-level roadmap and roles in implementing strategies in web and mobile services.
Description of the organizational roles and processes for agile portfolio management at YLE.
Core principles of web and mobile development focusing on agility, transparency, and customer orientation.
How agile development helps establish new principles, key roles, and technology collaboration.
Introduction to Kanban methods and digital tools like Jira used at YLE.
A summary of the next steps in the internet roadmap designed for the following year.
Outline of technology fund allocation processes under agile investment strategies.
The significance of real-time dashboards in tracking roadmap and portfolio management.
Discussion on feedback loops and decision-making improvements through agile portfolio development.
The role of visionary leadership in fostering an agile mindset and continuous development.
Benefits of Lean-Agile management including better control, alignment, and focus on work.
Reflections on experiences with autonomy, leadership support, and the challenges of transparency.
Outline of frameworks and methodologies emphasizing customer feedback in technology development.
Strategies for scaling agile in broadcast programming and media planning.
Quote emphasizing the importance of structure in fostering internal innovation.
Closing remarks, thank you, and contact information for presenters.
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Lean-agile management at Finnish Broadcasting Company Yle
- 1. LEAN-AGILE MANAGEMENT AT FINNISHBROADCASTING COMPANY YLE How the web and mobile areas were changed? @mirettekangas #yle @maaritlaanti #nitordelta Research presentation #agile2015 @Washington DC 5th of August 2015
- 2. CONTENTS @mirettekangas #yle @maaritlaanti#nitordelta #agile2015 • Web and mobile services at Yle large scale agile • The Lean vision in the beginning • Organizationmodel • portfolio kanban • roadmap • lean-agile budgeting • Visionary leadership • Experiences • What next?
- 3. WEB AND MOBILESERVICES AT YLE (web, mobile, terminals) MAIN SERVICES • Yle Areena and Archives • Yle News • Svenska.yle.fi OTHER SERVICES • Children • Learning • Other web journalism • Buu.yle.fi • Vetamix @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 4. How could Ylebenefit from Large Scale Agile at company level? Discussion started in autumn 2012. The discussion was based on Scaled Agile Framework (SAFe). SCALED AGILE FRAMEWORK™ BIG PICTURE @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 5. Transformation to Leanand Agile Way of Working was started in Spring 2013 at Yle Operations Unit Guidance and monitoring on individual level Pilot A Training new way of working model Pilot B Lean + agile way of working Guidance and monitoring with business unitsCommon goals and roadmap Pilot C @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 6. THE LEAN VISIONIN THE BEGINNING Current state Business case Vision statement How to reach the vision? Which measures to follow? How to track the progress? @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 7. THE GOALS FORIMPROVING WAY-OF-WORKING CUSTOMER VALUE CYCLE TIME @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 8. INTERNET AND MOBILEROADMAP Short – and long term epics for all service areas NEW BLUEPRINT FOR INVESTMENT PLANNING STEERING GROUP Defines the strategy and focus areas WEB AND MOBILE PORTFOLIO KANBAN PORTFOLIO BACKLOG 3 m 3 months 3 months 3 months Portfolio level goals and needs described HIGH LEVEL GOALS MEA- SURE LEARN BUILD @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 9. Adaptive (agile) organization @mirettekangas #yle @maaritlaanti#nitordelta #agile2015
- 10. WEB AND MOBILEAREA ROADMAP TO AGILE 2014-2015 • Lean and agile portfolio- and program model • Web and mobile roadmap • Application- and infrastructure team co-operation and DevOps culture • High-level current and future state descriptions • Preparing leaders for the agile change • Preparing use of agile release train INCREMENT 1 • Lean and agiledddd portfolio- and program model • Web and mobile roadmap • Application- and • High-level current and future state • Preparing leaders for the agile change • Preparing use of agile release train f ffffff INC 2 MEA- SURE LEARN BUILD INC 2 INC 2 • Lean and agiledddd portfolio- and • Web and mobile roadmap • Application- and • High-level current and future state • Preparing leaders for the agile change • High-level current and future state • Preparing leaders for the agile change • Preparing use of agile release train f ffffff @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 11. WEB AND MOBILEAREA HIGH-LEVEL ROADMAP AT YLE Short (3 months) and long-term (12 months) Epics Implementation of strategy, focus and roadmap Company portfolio kanban prioritization LEAN-AGILE WEB DEVELOPMENT AND PORTFOLIO MANAGEMENT @YLE Head of Roadmap -group TEAM Focus Area Leads Portfolio Manager Web Analyzer UX Lead (+Virtual Design teams) Architecture Lead (+Virtual Architecture teams) Lead Dev ( + Virtual Dev teams) Lead Lean-Agile CEO & EXECUTIVE TEAM Decides on vision, high level resource allocation, budget and focus area customer coals. Portfolio Lead presents the portfolio and allocation proposal. Update 1 x month Portfolio and allocation proposal 4 x year Focus Area: NEWS & CURRENT AFFAIRS Focus Area: CREATIVE CONTENT (drama, factual, children, docus etc) Focus Area: SWEDISH YLE Focus Area: MEDIA (TV/Radio player, channels, archive service) PORTFOLIO KANBAN Web & Mobile Media @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 12. ROADMAP AND PORTFOLIO DEVELOPMENT TEAMS HEADOF ROADMAP-GROUP FOCUS AREA INTERNET-MANAGERS AGILE DEVELOPMENT MANAGER PORTFOLIO-MANAGER LEAD ARCHITECT LEAD DEVELOPER WEB ANALYZER LEAD UX-DESIGNER WEB AND MOBILE AREA HIGH-LEVEL ROADMAP AT YLE Short (3moths) and long-term (12 months) Epics Implementation of strategy, focus and roadmap WEB AND MOBILE AREA PORTFOLIO: UPDATE EVERY SECOND WEEK ORGANIZATION CEO & EXECUTIVE TEAM Decides vision, strategy, focus areas, funding and resources on annual level. Follow- up and ensure vision implementation. Provided with a company-level real-time updated roadmap to ensure transparency. IDEAS POP-UP ANALYSIS EPIC ANALYSIS IMPLEMEN- TATION READY CREATIVE CONTENT NEWS & CURRENT AFFAIRS SWEDISH YLE MEDIA (TV/RADIO PLAYER) API TECHNOLOGY PLATFORMS • Focus area Epics inc. Customer Analysis • Architecture and technical platform • Budget allocations and actuals FOCUS AREAS AND TEAMS @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 13. PRINCIPLES OF INTERNETDEVELOPMENT • Distributed operations in web and mobile services enabling nimble steering by company strategy • Way of working is agile, transparent and customer- driven • Flexible and efficient common technology platforms @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 14. Agile development offered supportfor • defining and taking into use the new principles and model • key roles • epics • customer analysis • architecture- and technology development • budget allocation • follow-up of funding for technology area across organizations. THE ACTUAL PORTFOLIO KANBAN WALL @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 15. ROOM FOR USE OFKANBAN (the wall) DIGITAL TOOLS (Jira and dashboards) @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 16. INTERNET-ROADMAP 12 MONTHS NEXT 3months VISION @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 17. AGILE AND LEANINVESTMENT PROCESS –TECHNOLOGY FUND ALLOCATION @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 18. REAL TIME DASHBOARDSONLINE #roadmap #portfolio kanban #needs for technology fund @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 19. THE IMPACT OFAGILE PORTFOLIO development feedback feedback decision making decision making development @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 20. #visionary leadership #agile mindset #lean-agilethinking • Creating and enabling environment for continuous development • Customer-driven; taking customer viewpoint to evaluate the success • Agile way of working creates strong personnel commitment • Value-based management • Balancing: real-time information on impact of development activities, when transparency exists @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 21. Based on theexperience that Lean-Agile Management and Portfolio leads to 1. A “Lean” portfolio – more standard solutions, less “half- baked” solutions with the help of joined backlog 2. Alignment 3. Focus on the work, not on approvals 4. Better control on spends 5. Options thinking: systematically nurture successes 6. Creates tight learning loop 7. Moves the focus to internal coordination, co-operation and competing against the external offering @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 22. EXPERIENCES 1. Autonomy 2. Humble& frank 3. The principles of agile and lean 4. Responding to change, values 5. Competences 6. Fail – learning by doing 7. Common language? 8. Leaders support and commitment to change 9. Transparency is not easy 10. Management has a feeling of a controlled change @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 23. CUSTOMER DRIVEN DEVELOPMENT Technology, Architecture Customer feedback, Measure- ment LeanUX, Minimun Lovable Product, Design Thinking Lean- Agile, Lean Start-Up @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 24. SCALING AGILE DEVELOPMENT • Broadcast programme and media planning • Strategic breakthrough initiatives • … • … • … • … @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 25. “Most companies thinkthey don´t have the right people to innovate. The problem is the structure and systems around them. Entrepreneurs are already there. See them as corporate function.” – Eric Ries #SXSW (Austin, Texas)16.3.2015 @JariLah @mirettekangas #yle @maaritlaanti #nitordelta #agile2015
- 26.