Dmitry Velykoivanenko: Restaurant at the end of the transformation UA Online PMDay 2021 Website - https://pmday.org/online Youtube - https://www.youtube.com/startuplviv FB - https://www.facebook.com/pmdayconference

1. Restaurant at the end of the
transformation
Organizational Pathfinders - Dmitry Velykoivanenko

2. Organizational Pathfinders
Dmytro Velykoivanenko
- 13 years inTelecom/Outsource/GameDev
- 23+ successful projects
- Ex-Head of DMO, Development Director
- CLP, KMP1-2, KMM, KCP, SPC, CSM, CSPO, CSP, LCM
Yaroslav Bondarchuk
- 7 years in Outsource/GameDev
- Agile andTeam Coach
- Delivery Management Consultant @ Intellias
- CSM, KMP1-2, Candidate for EATA-CTA-O

3. All the models are wrong
... but some are useful

4. The menu

5. The menu
• There is an I in organIzation

6. Workplace matrix

7. The Goal
Functions Resources
Responsibilities Rights
Accountability ???
Workplace matrix

8. Menti time!
https://www.menti.com/y1ypbeqjrz
Workplace matrix

9. Menti results
Workplace matrix

10. The Goal
Functions Resources
Responsibilities Rights
Accountability Power
Workplace matrix

11. • "I don't know what I am accountable for"
• "Everyone is responsible for everything"
• "I am doing somebody else's work"
• When roles don't have clear borders
The pairing

12. The menu
• There is an I in organIzation - Workplace matrix
• Do-it-yourself soup

13. Responsibility circles

14. Team Controls
Team Concerns
Direct Action
Recommending Action
Team Influences
Response Action
Responsibility circles
Team

15. • "Management/Marketing/Sales etc.
is doing a bad job"
• "We need somebody to do it"
• "We need somebody to decide we
can do it"
• Feeling helpless
The pairing

16. The menu
• There is an I in organIzation - Workplace matrix
• Do-it-yourself soup - Responsibility circles
• Change is better served cold-headed

17. Hypothesis

18. Hypothesis
WE THINK BY
<implementing this change>
WE WILL
<solve this problem>
WHICH WILL HAVE
<these benefits>
AS MEASURED BY
<these measurements and diagnostics>
Jason Little, Lean Change Management, https://leanchange.org/

19. Hypothesis
Insight: Managers spend too much time approving small purchases
Option: introduce minimum approval threshold
Hypothesis:
By introducing minimum approval threshold
we will free more mental capacity and time of managers
which will
decrease purchases lead time
make managers happier
as measured by
lead time of purchases under threshold
managers happiness through holding a survey

20. The pairing
• When you are not sure about the result
• When you are too sure about the result
• When you think the idea is "obvious"

22. • When you are not sure about the result
• When you are too sure about the result
• When you think the idea is "obvious"
• Liminal and Complicated in Cynefin
The pairing

23. The menu
• There is an I in organIzation - Workplace matrix
• Do-it-yourself soup - Responsibility circles
• Change is better served cold-headed - Hypothesis
• The layered cake with raisins

24. Blast Radius
Product
HR
Customers
Purchasing
Process
!
Directly affected
In-Directly affected
Observers
!
People affected
Hard to change
"Easier" to change
Process Affected
Legend
Jason Little, Lean Change Management, https://leanchange.org/
Approvers
!
Managers
Finance
!

25. • When we don't feel safe about the experiment
• When the experiment is to large and effects a lot
of parts of organization
• When we care about stakeholder management
The pairing

26. The menu
• There is an I in organIzation - Workplace matrix
• Do-it-yourself soup - Responsibility circles
• Change is better served cold-headed - Hypothesis
• The layered cake with raisins - Blast radius

27. The menu
• There is an I in organIzation - Workplace matrix
• Do-it-yourself soup - Responsibility circles
• Change is better served cold-headed - Hypothesis
• The layered cake with raisins - Blast radius
• The Lunch

28. I
Team
Product
Organization
The Snail

29. I
Team
Product
Organization
The Snail

30. The Snail
I
Team
Product
Organization

31. • When you feel lost in complexity
• When you are not sure if you covering all levels
• To help structure a process map
The pairing

32. The menu
• There is an I in organIzation - Workplace matrix
• Do-it-yourself soup - Responsibility circles
• Change is better served cold-headed - Hypothesis
• The layered cake with raisins - Blast radius
• The Lunch - The Snail
• What question is 42 the answer to?

33. What question is 42 the answer to?

34. Q
u
e
s
t
i
o
n
s
a
n
d
i
d
e
a
s
d.velykoivanenko@gmail.com

35. Materials
• Workplace matrix - Yuriy Kravchenko (c) https://www.facebook.com/
yuriy.e.kravchenko
• Circles of responsibilities:
• https://www.futureworksconsulting.com/blog/2010/07/26/circles-and-soup/
• https://www.talkingabout.com.au/3ControlInfluenceConcern
• Lean Change Management by Jason Little
• Experiments - https://leanchange.org/resources/experiments/
• Blast radius - https://leanchange.org/resources/blastradius/

36. Come find me and let's do
something awesome together!
Email - d.velykoivanenko@gmail.com
LinkedIn - https://www.linkedin.com/in/dmitryvel/
Facebook - https://www.facebook.com/Deten0/