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Why Do You Scale: Because You Really Need or Because You Don't Know How to Organise without Scaling?

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LeSS, Nexus, SAFe, XYZ — the more years passed since Agile Manifesto was created the more scaled frameworks we get. But is it really the only one way to help dozens of people to self-organise around the single product? What if there are other ways with fewer efforts and more efficiency, meaning, awareness?
I want to tell you the story of our company. One awesome product, millions of users all over the world, several platforms, around 100 brave people and… no backlogs synchronisations, no very special roles, no hierarchical structures, no prescribed aligned processes and no branded scaled frameworks.
On the other hand, there are technical excellence, impact driven development, platform silos absence, meaningful KPI orientation, lean startup culture and teams happiness.
How are we able to do this? Please, come and you will find out. A true HERE Maps team story with a lot of real examples.

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Why Do You Scale: Because You Really Need or Because You Don't Know How to Organise without Scaling?

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  2. 2. Magellan Principles • TEAM OWNERSHIP: Our team knows web mapping. We love our product. We will take the business goals and design/implement amazing solutions to fulfill these goals. • MEASURABLE AND TIME-BOXED PROJECT MISSIONS: Project teams get a single “project mission”, project success metrics and mutually agreed time box (in # of weeks allocation). When the project is completed, the team stops working on the project and gets staffed onto new projects. • SELF-ORGANIZED TEAMS: We will form self-organized teams organized for a specific mission. Different disciplines are added to the teams (or available “as a service”) as the teams decide. • WORK HOW YOU WANT BUT KNOW WHERE YOU ARE: Teams can chose their way of working (Scrum or Kanban or …), but they must be able to report burn-down of scope (completion vs. target) and performance against project metrics at any time of the project. • REVIEW, DON’T SPECIFY: Teams review their work weekly with a product manager, but product managers are NOT allowed to write JIRA tickets (or other types of specification). • DONE MEANS DONE: Code goes into “maintenance” when project completes, i.e. bugs will not get fixed unless critical. Because of that, project acceptance will have strict quality requirements. • END TO END: Teams are responsible for getting their feature into production, load testing, measuring user metrics, looking for errors/problems, etc . • EVERYONE IS AN INNOVATOR: Everyone can request a project (ideally supported by a research week prototype), projects are accepted on the basis of business relevance (how does it fit the proposition / roadmap) and differentiation potential.
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  • deniskhorushko

    Apr. 14, 2016
  • tim.com.ua

    Apr. 13, 2016
  • stefanverhoeff

    Apr. 12, 2016

LeSS, Nexus, SAFe, XYZ — the more years passed since Agile Manifesto was created the more scaled frameworks we get. But is it really the only one way to help dozens of people to self-organise around the single product? What if there are other ways with fewer efforts and more efficiency, meaning, awareness? I want to tell you the story of our company. One awesome product, millions of users all over the world, several platforms, around 100 brave people and… no backlogs synchronisations, no very special roles, no hierarchical structures, no prescribed aligned processes and no branded scaled frameworks. On the other hand, there are technical excellence, impact driven development, platform silos absence, meaningful KPI orientation, lean startup culture and teams happiness. How are we able to do this? Please, come and you will find out. A true HERE Maps team story with a lot of real examples.

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