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LeSS Case Study - YSoft Flip, the good, the bad & the ugly

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Talk given at LeSS Conference 2019 with a high focus on YSoft their first LeSS Flip and the way towards it.

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LeSS Case Study - YSoft Flip, the good, the bad & the ugly

  1. 1. Munich, 2019 Jurgen De Smet, Michal Donát Y SOFT LeSS ADOPTION THE GOOD, THE BAD & THE UGLY
  2. 2. 2 July 2017 Y SOFT LeSS ADOPTION September 2019
  3. 3. 3
  4. 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, … Y SOFT R&D 11/2016
  5. 5. 5 • Isolated part of the product • Separate company • Shared codebase with the rest of SafeQ • 2 teams (Frontend & Backend) – 14 people • 2 team leads • 1 product manager • 1 engineering manager SCANNING
  6. 6. 6 July 2017 Y SOFT LeSS ADOPTION
  7. 7. 7 Feature teams
  8. 8. 8
  9. 9. 9
  10. 10. 10
  11. 11. 11
  12. 12. 12 • Removed management layer • Removing “but” 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
  13. 13. 13 July 2017 Y SOFT LeSS ADOPTION
  14. 14. 14 July 2017 Y SOFT LeSS ADOPTION Demo team in Scrum
  15. 15. 15 July 2017 Spring 2018 Y SOFT LeSS ADOPTION Demo team in Scrum
  16. 16. 16 VP LEVEL ATTENDING CLP
  17. 17. 17 • VP level attended CLP • Co-friends since June 2019 • Co-Learning helped us convince the board • Aleš is our biggest supporter across the company • Continuously failing communication • We designed metrics but didn’t go live with them
  18. 18. 18 July 2017 Spring 2018 Y SOFT LeSS ADOPTION Demo team in Scrum
  19. 19. 19 July 2017 Spring 2018 Y SOFT LeSS ADOPTION Demo team in Scrum We have decision Co-Learning on scene
  20. 20. 20 July 2017 Spring 2018 Summer 2018 Y SOFT LeSS ADOPTION Demo team in Scrum We have decision Co-Learning on scene
  21. 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
  22. 22. 22 DAY 1 – WORKING WITH EXECUTIVES
  23. 23. 23 CURRENT ORGANIZATION
  24. 24. 24 THE GOOD & THE BAD
  25. 25. 25 POSSIBLE NEW ORGANIZATION
  26. 26. 26 ACTIONS
  27. 27. 27 BEERS OF COURSE
  28. 28. 28 DAY 2 – LESS SIMULATION
  29. 29. 29 REFINEMENTS
  30. 30. 30 UNDERSTANDING CUSTOMERS
  31. 31. 31 BUILDING
  32. 32. 32 REFACTORING
  33. 33. 33 REVIEW
  34. 34. 34 VOLUNTEERS CONTINUED
  35. 35. 35 FEATURE TEAM ADOPTION MAPS
  36. 36. 36 EXTRACTING PREPARATION NEEDS
  37. 37. 37 CELEBRATE 2 INTENSE DAYS
  38. 38. 38
  39. 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
  40. 40. 40 July 2017 Spring 2018 Summer 2018 Y SOFT LeSS ADOPTION Demo team in Scrum We have decision Co-Learning on scene
  41. 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. 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
  43. 43. 43 TECHNICAL WORKSHOPS
  44. 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
  45. 45. 45 Feature team Feature team Feature team PO Group Product Security CoP
  46. 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. 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. 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. 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
  50. 50. 50
  51. 51. 51 • 4 days • 82 YSofters • Co-Learning THE FLIP
  52. 52. DAY 1 FLIP
  53. 53. 53 OPENING
  54. 54. 54 RESPONSIBILITY PROCESS
  55. 55. 55 PRODUCT VISION AND STRATEGY
  56. 56. 56 INITIAL PRODUCT BACKLOG REFINEMENT
  57. 57. 57 MOB DOCUMENTING
  58. 58. 58 150 ITEMS IN 50 MINUTES ESTIMATING BACKLOG
  59. 59. 59 150 ITEMS IN 50 MINUTES ESTIMATING BACKLOG DONE
  60. 60. 60 CELEBRATION
  61. 61. DAY 2 FLIP
  62. 62. 62 DEFINITION OF DONE
  63. 63. 63 GOODBYE OLD TEAMS
  64. 64. 64 PERSONAL CHARACTER SHEET
  65. 65. 65 EVEN MISSING ONES ARE WITH US
  66. 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
  67. 67. 67 “FORCED” SOCIALIZING
  68. 68. 68 EVENING FUN
  69. 69. DAY 3 FLIP
  70. 70. 70 TEAM SELF-DESIGN
  71. 71. 71 TEAM IDENTITY
  72. 72. 72 WORK AGREEMENTS
  73. 73. 73 LOTS OF FUN
  74. 74. 74 L4 SUPPORT TEAM
  75. 75. 75 BUG MATRIX
  76. 76. 76 CustomerImpact PO decides Daily Scrum Jump Keep Next Sprint Daily Scrum Keep Keep Next Sprint Bug severity BUG MATRIX
  77. 77. DAY 4 FLIP
  78. 78. 78 SPRINT PLANNING
  79. 79. 79 OUR FIRST COMMON SPRINT GOAL
  80. 80. 80 SPRINT PLANNING 2
  81. 81. 81 DANCING CHALLENGE Tato fotka od autora Neznámý autor s licencí CC BY-SA
  82. 82. 82 NEW BEGGINING
  83. 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. 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. 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. 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
  87. 87. 87 FIRST SPRINTS
  88. 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 • Larman’s laws are true • Old pains suddenly very visible • We are delivering whole product increments • Higher focus • R&D is not blackbox anymore
  89. 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. 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. 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, communication… • Many failures will happen, don’t take them personally PERSONAL LESSONS LEARNED
  92. 92. Visit us at www.ysoft.com THANK YOU!

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