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Vaidas Adomauskas
Vaidas Adomauskas

Revolut is known for its fast product development. Vaidas learned the way they work while leading Revolut Business. They did not "use LeSS". But for sure they used many practices that LeSS advocates for. When he joined Uncapped as a Chief Product Officer, he had a chance to build organizational structure, culture, and ways of working from scratch. Vaidas summarized it in this article early days of this journey. In this talk, he will share more details of the lessons learned, LeSS practices they used (without calling them LeSS), and why everyone willing to build a Unicorn should learn LeSS as early as possible.

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1 LeSS to Scale Unicorns experiences from Revolut and Uncapped Vaidas Adomauskas 2022-09-23 LeSS conference, Warsaw
2 How many unicorns are out there?
3 https://news.crunchbase.com/unicorn-company-list (2022-09-18) 1403 companies
5 Which Agile scaling framework do unicorns use?
6 https://blog.crisp.se/wp-content/uploads/2012/11/SpotifyScaling.pdf
7
8
9 Context: Revolut & Uncapped
10 Customers: ● Consumers: 7M -> 15M -> ±20M ● Businesses: 200k -> 0.5M -> ±1M Employees: ● Total: 1.3k -> 2.2k -> ±5k ● Business product team: 70 -> 150 -> ? Distributed: London, St. Petebourg, Moscow, Vilnius, Berlin, Krakow. www.revolut.com
11 Employes: 20 -> 120 Product team: 10 -> 55 Fully remote: Five Lessons Learned Fully Remote, while scaling from 20 to 120+ www.weareuncapped.com
12 The Million Dollar Question: How do you Scale a Multi-Product Business? https://www.linkedin.com/pulse/million-dollar-question-how-do-you-scale-business-vaidas-adomauskas/
13
20220923 - Vaidas Adomauskas - LeSS conference 2022.pptx
15
16
https://www.slideshare.net/vaidasa/agile-and-agile-methods-what-is-the-most-important-to-understand-to-succeed 17
18 Decentralisation (2019) -> centralisation (2020) -> decentralisation (2021) -> ? ROI = revenue / cost Revolut
19 Example: build (new) banking services: • Build basics fast -> optimise for delivery (even with bugs) • Fix based on data -> optimise for quality (fix bugs, optimise UX…) • Add value -> optimise for learning (customer interviews, pains, gains…) Uncapped
20 Execution = what2 * how
20220923 - Vaidas Adomauskas - LeSS conference 2022.pptx
22 What structure was the most fun and efficient you worked in?
23 Startups within startup
25 “Culture follows structure” - systems-thinking thought leader John Seddon “Attempting to change an organization’s culture is a folly, it always fails. Peoples’ behaviour (the culture) is a product of the system; when you change the system peoples’ behaviour changes.” https://less.works/less/structure
20220923 - Vaidas Adomauskas - LeSS conference 2022.pptx
Product Owners - CEOs 29 1. Product Owner (as defined in Scrum Guide) 1. Visioner and leader (aligned with company/founders vision) 1. Line manager (team member’s career and development goals)
30 https://engineering.atspotify.com/2014/03/spotify-engineering-culture-part-1/
31 https://engineering.atspotify.com/2014/03/spotify-engineering-culture-part-1/
32 https://engineering.atspotify.com/2014/03/spotify-engineering-culture-part-1/
33 https://engineering.atspotify.com/2014/03/spotify-engineering-culture-part-1/
34 https://engineering.atspotify.com/2014/03/spotify-engineering-culture-part-1/
35 https://engineering.atspotify.com/2014/03/spotify-engineering-culture-part-1/
36 KPIs - quarterly + yearly • Company, department, team (POs accountable) • Business numbers driven • Attached bonuses - WARNING!!! Revolut
Uncapped 37 OKRs - quarterly + 12 months rolling • Company Objectives - mostly cross-department • Key Results business numbers driven - owned by teams (POs accountable) • Prioritised - as we had more than advised - WARNING!!! • Alignment tool - not used for performance management
20220923 - Vaidas Adomauskas - LeSS conference 2022.pptx
Functional managers 39 1. Hiring: skills interviews 1. Development: 1:1s, reviews etc., shared competency matrix 1. Performance reviews & promotions: 50/50 split with PO (line manager)
20220923 - Vaidas Adomauskas - LeSS conference 2022.pptx
Splitting teams at high growth stage 43 1. Hire into existing team 1. Split team when >±9 1. Hire into both teams till ±7 (avoid small teams)
44 1. Build co-located teams to build new products failed - WARNING!!! 1. Splitting teams too early failed (many too small teams) - WARNING!!! Revolut
20220923 - Vaidas Adomauskas - LeSS conference 2022.pptx
Additionally to each team ceremonies 47 1. Weekly prioritisation: one company backlog 1. Weekly design review: one design system 1. Bi-weekly product demo: continuous delivery 1. Bi-weekly retrospectives: continuous improvement 1. Weekly operational meeting: operational topics
Direct, candid opinions and discussions are key 48
49
50 Were we “doing” LeSS? https://less.works/less/rules (Structure, Product, Sprint)
LeSS Structure 52 • Structure the organization using real teams as the basic organizational building block. • Each team is (1) self-managing, (2) cross-functional, (3) co-located, and (4) long-lived. • The majority of the teams are customer-focused feature teams. • Scrum Mastersare responsible for a well-working LeSS adoption. Their focus is towards the Teams, Product Owner, organization, and development practices. A Scrum Master does not focus on just one team but on the overall organizational system. • A Scrum Master is a dedicated full-time role. • One Scrum Master can serve 1-3 teams. • In LeSS, managers are optional, but if managers do exist their role is likely to change. Their focus shifts from managing the day-to-day product work to improving the value-delivering capability of the product development system. • Managers’ role is to improve the product development system by practicing Go See, encouraging Stop & Fix, and “experiments over conformance.” • For the product group, establish the complete LeSS structure “at the start”; this is vital for a LeSS adoption. • For the larger organization beyond the product group, adopt LeSS evolutionarily using Go and See to create an organization where experimentation and improvement is the norm.
LeSS Product 53 • There is one Product Ownerand one Product Backlog for the complete shippable product. • The Product Owner shouldn’t work alone on Product Backlog refinement; she is supported by the multiple Teams working directly with customers/users and other stakeholders. • All prioritization goes through the Product Owner, but clarification is as much as possible directly between the Teams and customer/users and other stakeholders. • The definition of product should be as broad and end-user/customer centric as is practical. Over time, the definition of product might expand. Broader definitions are preferred. • One Definition of Done for the whole product, common for all teams. • Each team can have their own stronger Definition of Done by expanding the common one. • The perfection goal is to improve the Definition of Done so that it results in a shippable product each Sprint (or even more frequently).
LeSS Sprint 54 • There is one product-level Sprint, not a different Sprint for each Team. Each Team starts and ends the Sprint at the same time. Each Sprint results in an integrated whole product. • Sprint Planning consists of two parts: Sprint Planning Oneis common for all teams while Sprint Planning Two is usually done separately for each team. Do multi-team Sprint Planning Two in a shared space for closely related items. • Sprint Planning One is attended by the Product Owner and Teams or Team representatives. They together tentatively select the items that each team will work on that Sprint. The Teams identify opportunities to work together and final questions are clarified. • Each Team has their own Sprint Backlog. • Sprint Planning Two is for Teams to decide how they will do the selected items. This usually involves design and the creation of their Sprint Backlogs. • Each Team has their own Daily Scrum. • Cross-team coordination is decided by the teams. Prefer decentralized and informal coordination over centralized coordination. Emphasize Just Talk and informal networks via communicate in code, cross-team meetings, component mentors, travelers, scouts, and open spaces. • Product Backlog Refinement (PBR) is preferably done with multiple teams to increase shared learning and to exploit coordination opportunities. • There is one product Sprint Review; it is common for all teams. Ensure that suitable stakeholders join to contribute the information needed for effective inspection and adaptation. • Each Team has their own Sprint Retrospective. • An Overall Retrospective is held after the Team Retrospectives to discuss cross-team and system-wide issues, and create improvement experiments. This is attended by Product Owner, Scrum Masters, Team representatives, and managers (if any).
55 Wrap up More with LeSS
56
Takeaways 57 1. LeSS (LeSS is more) is very well suited for scaling high growth companies 1. Many unicorns are using structures similar to LeSS, but… work those out organically 1. Huge opportunity for LeSS community to be more active within unicorns 1. Huge opportunity for high-growth companies to avoid “reinventing the wheel”
58 Who will share the next LeSS story from high growth company?
59 Thank you! Vaidas Adomauskas www.agilecoach.lt

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agilebookscrumagilebookscrum
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rumgileebookascrumgileebookasc
rumgileebookasc
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DevOps Discovery and Roadmap - DatasheetDevOps Discovery and Roadmap - Datasheet
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Why Should I Have More Than 1 Technique for Retrospectives? by Premios Group, has 31 slides with 401 views.Mike Harris' presentation from UNICOM's Agile Methods conference in 2016. He offers various retrospective techniques for consideration.
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Scaling scrum agile2010Scaling scrum agile2010
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Scrum. Beginning Your Agile TransformationScrum. Beginning Your Agile Transformation
Scrum. Beginning Your Agile Transformation
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Lean UXLean UX
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Scrum-Agile : An IntroductionScrum-Agile : An Introduction
Scrum-Agile : An Introduction
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Empowered Experts EverywhereEmpowered Experts Everywhere
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The Large Scale Scrum Framework (LeSS) in a glanceThe Large Scale Scrum Framework (LeSS) in a glance
The Large Scale Scrum Framework (LeSS) in a glance
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Lean change method toronto agile meetup by agilebydesign, has 22 slides with 566 views.The document discusses various approaches to facilitating agile adoption using lean change principles. It introduces the Change Canvas as a tool for co-creating change plans in a collaborative way. Examples are provided of how the Change Canvas has been used to map out change contexts, agents, objectives, obstacles and plans. Scaling approaches are also discussed, such as managing coaching flows over time and predicting adoption progress. Overall, the document advocates applying lean change principles like co-creative change and validated adoption to customize agile transformation approaches.
Lean change method toronto agile meetupLean change method toronto agile meetup
Lean change method toronto agile meetup
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Scaling agility or descaling organizationScaling agility or descaling organization
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Saving the DoD $800M: How Portfolio Management is the Missing Link Between Ag... by VMware Tanzu, has 46 slides with 1576 views.SpringOne 2021 Session Title: Saving the DoD $800M: How Portfolio Management is the Missing Link Between Agile and Waterfall Speakers: Jackie Ho, Staff Product Designer at VMware; Oscar Chacon, Portfolio PM at United States Space Force
Saving the DoD $800M: How Portfolio Management is the Missing Link Between Ag...Saving the DoD $800M: How Portfolio Management is the Missing Link Between Ag...
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Agile tutorial by Chen-Tien Tsai, has 74 slides with 1070 views.This document provides an introduction to agile frameworks like Scrum, XP, Lean, and Kanban. It discusses agile principles like valuing individuals, collaboration, and responding to change. It describes Scrum roles, events, and tools like user stories, burn-down charts, and daily stand-ups. XP's emphasis on testing is covered. Lean principles like eliminating waste and building quality in are explained. Kanban concepts like pull systems and work-in-progress limits are also summarized. The document concludes with recommendations for certifications and further reading on agile methods.
Agile tutorialAgile tutorial
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10 differences between SAFe and LeSS10 differences between SAFe and LeSS
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4.0 The Agile Core Practices4.0 The Agile Core Practices
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agilebookscrumagilebookscrum
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rumgileebookascrumgileebookasc
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181 slides•44 views
Scaling Agile - LeSS Framework by Vijay Kumar Ramakrishna, has 12 slides with 1073 views.Large organizations face challenges scaling agile scrum practices across many teams due to issues like siloed teams losing overall product focus, fixed release dates encouraging a mini-waterfall model, and treating agile adoption as a project with an end rather than continuous improvement. The Large-Scale Scrum (LeSS) framework addresses these problems by organizing teams around customer-centric requirement areas rather than functions, empowering cross-functional feature teams to be self-managed and co-located, and viewing agile adoption as a continuous journey of inspection and adaptation. LeSS scales scrum without adding layers or processes in a non-prescriptive manner focused on continuous learning.
Scaling Agile - LeSS FrameworkScaling Agile - LeSS Framework
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DevOps Discovery and Roadmap - DatasheetDevOps Discovery and Roadmap - Datasheet
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2 slides•87 views
An Approach to Devops by Kamal Manglani, has 29 slides with 948 views.This document discusses an approach to DevOps. It outlines some of the challenges faced in a pre-DevOps environment like SLA violations and burnout. It then discusses how adopting a DevOps mindset can enable faster delivery while maintaining quality. Key aspects of DevOps include treating other teams as customers, establishing feedback loops, and including time for improvement. Metrics like lead time, deployments, and customer satisfaction are important. The document provides examples of DevOps practices from Spotify and references for further information.
An Approach to DevopsAn Approach to Devops
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Why Should I Have More Than 1 Technique for Retrospectives? by Premios Group, has 31 slides with 401 views.Mike Harris' presentation from UNICOM's Agile Methods conference in 2016. He offers various retrospective techniques for consideration.
Why Should I Have More Than 1 Technique for Retrospectives?Why Should I Have More Than 1 Technique for Retrospectives?
Why Should I Have More Than 1 Technique for Retrospectives?
Premios Group
31 slides•401 views
Applying Agile Team Management by Huan Ho, has 47 slides with 977 views.Huan Ho discusses applying agile principles across different domains. He explains why agile is beneficial, focusing on quickly adapting to changing conditions. Key agile principles include understanding requirements, planning tasks, executing work, providing feedback, and refining processes. Examples are provided of applying agile to improve products using a sample product roadmap, to develop teams using goal setting and skills development, and to build flexible "elastic" teams. Other areas like marketing, sales, and support are mentioned where agile could be useful.
Applying Agile Team ManagementApplying Agile Team Management
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47 slides•977 views
Susan Clarke - The practicalities of adopting scaled agile methodologies by Association for Project Management , has 16 slides with 257 views.The document discusses various scaled agile project management frameworks like LeSS, SAFe, DAD, and DSDM. It summarizes findings from a white paper on adopting these approaches which found that the mindset is more important than the specific method. Organizations need to determine what fits their purpose and rely on experienced teams to decide on the appropriate blend of techniques. Training, multi-skilling teams, and ensuring strategic alignment are also important for successful adoption of agile project management.
Susan Clarke - The practicalities of adopting scaled agile methodologiesSusan Clarke - The practicalities of adopting scaled agile methodologies
Susan Clarke - The practicalities of adopting scaled agile methodologies
Association for Project Management
16 slides•257 views
Scaling scrum agile2010 by Melanie Paquette, has 33 slides with 275 views.Have you successfully implemented Scrum on your team, but are finding the pain of scaling your Scrum deployment to the larger organization too much to handle? Is the Scrum of Scrums concept not working out the way you thought it would? Have you had success with scaling Scrum, and want to share what you’ve learned with others? If you answered yes to any of these questions, join us for this interactive session where Melanie Paquette shares the experiences of different of different types of organizations that have had success in scaling Scrum. The organizations profiled include a large, geographically dispersed team of over 300 embedded software developers as well as a smaller, mostly co-located team of 50 mobile application developers. Learn what these organizations have in common, and take back practical techniques you can use to scale Scrum, including how to leverage a traditional project management organization to help your scaling efforts, how to structure large teams to involve the right people, and how to work with geographical distribution.
Scaling scrum agile2010Scaling scrum agile2010
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Scrum. Beginning Your Agile Transformation by Andreea Visanoiu, has 61 slides with 422 views.Agile transformation with Scrum. Where to start 1. Agile vs Waterfall 2. What is Scrum 3. Scrum team 4. Scrum artefacts (with activities for easier learning) 5. Scrum events 6. Is Scrum enough?
Scrum. Beginning Your Agile TransformationScrum. Beginning Your Agile Transformation
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61 slides•422 views
Lean UX by Chester Yiu-Lam Ip, has 19 slides with 3283 views.Lean UX integrates UX design into Agile development by following a process of declaring assumptions, creating minimum viable products (MVPs), running experiments with users, and incorporating feedback into subsequent sprints. The process involves cross-functional teams collaborating to understand problems, develop initial solutions, test prototypes with users, analyze results, and refine ideas. User feedback is gathered continuously to guide iterative design improvements within each 2-week sprint cycle.
Lean UXLean UX
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Scrum-Agile : An Introduction by Global SQA, has 20 slides with 352 views.Learn and Grow: We give trainings for following courses: Selenium with Java Online Training Selenium with C# Online Training JMeter Online Training CodedUI Online Training QTP Online Training Manual Testing Online Training ISTQB Certification Training Scrum Master Training Website : http://globalsqa.com/onlineTrainings.html Email : contact@globalsqa.com
Scrum-Agile : An IntroductionScrum-Agile : An Introduction
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Empowered Experts Everywhere by SIKM, has 41 slides with 801 views.- Customer support organizations face many challenges in consistently providing excellent customer care, such as balancing urgent and important tasks, employee retention, and outdated metrics [Paragraph 1] - It is difficult to provide a seamless customer experience across different touchpoints like websites, assisted support, and self-service [Paragraph 3] - The presentation discusses a proven methodology called Knowledge Centered Service (KCS) that focuses on solving issues quickly through reusing and improving knowledge, empowering experts, and driving better metrics like faster resolution times [Paragraphs 8-19]
Empowered Experts EverywhereEmpowered Experts Everywhere
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SIKM
41 slides•801 views
The Large Scale Scrum Framework (LeSS) in a glance by Kendis.io, has 14 slides with 176 views.The large scale scrum framework is one of the most popularly used agile frameworks that exist. Implemented by numerous organizations, this slideshow summarizes all the key elements of the framework that you need to know in a glance.
The Large Scale Scrum Framework (LeSS) in a glanceThe Large Scale Scrum Framework (LeSS) in a glance
The Large Scale Scrum Framework (LeSS) in a glance
Kendis.io
14 slides•176 views

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Agile metodikos: nauja mada ar rimtas įmones konkurencingumo faktorius?
Vaidas Adomauskas
42 slides•832 views
Agile projekto planas - kaip ji paruošti? by Vaidas Adomauskas, has 16 slides with 1433 views.Vaido Adomausko pristatymas Lietuvos Agile Dienoje 2013 (www.agilediena.lt) Agile projekto planas - kaip jį paruošti? Esi per 45 minutes paruošęs projekto planą? Sužinojęs, kiek projektas tau kainuos ir per kiek laiko jį įgyvendinsi? O komanda, vykdydama šį planą, jau po dviejų savaičių gali pristatyti veikiančią produkto dalį? Ateik į pristatymą ir visi kartu tokį planą paruošime. Agile terminais kalbant, sukursime prioretizuotą ir įvertintą produkto darbų sąrašą (product backlog).
Agile projekto planas - kaip ji paruošti?Agile projekto planas - kaip ji paruošti?
Agile projekto planas - kaip ji paruošti?
Vaidas Adomauskas
16 slides•1.4K views
Agile projekto plano sudraymas by Vaidas Adomauskas, has 29 slides with 731 views.Praktinio užsiėmimo kaip iš verslo plano (business case) padaryti produkto darbų sąrašą (product backlog) medžiaga. Užsiėmimus vedžiau Agile Lietuva naudotojų grupėje Vilniuje ir Kaune. Vaidas Adomauskas www.agilecoach.lt
Agile projekto plano sudraymasAgile projekto plano sudraymas
Agile projekto plano sudraymas
Vaidas Adomauskas
29 slides•731 views
Projektų valdymas besikeičiančioje aplinkoje - Agile by Vaidas Adomauskas, has 45 slides with 1121 views.Tradicinės projektų valdymo metodikos remiasi lietuvių liaudies patarlės „devynis kartus atmatuok ir tik dešimtą kartą kirpk“ principu. Jos fokusuojasi ties detaliu projekto planavimu, darydamos prielaidą, jog geras planas ir besąlygiškas jo sekimas padės sėkmingai įgyvendinti projektą. O ką daryti, jei Jūsų verslo poreikiai keičiasi greičiau nei įmanoma suplanuoti ir įvykdyti projektą? Ką daryti, jeigu klientai ateina su idėja ir projektas yra ją išvystyti (juk plano detalaus nepasirašysi, kol idėja nėra išanalizuota)? Kitaip tariant – kaip suvaldyti projektus šiandieniame pasaulyje, kuris keičiasi greičiau nei mes spėtume „devynis kartus pamatuoti“? Agile projektų valdymo metodai plačiai naudojami pasaulyje IT ir kitų sričių projektams valdyti. Jie efektyviai palaiko šiandienos greitai besikeičiančių verslo poreikių įgyvendinimą, tačiau Lietuvoje daugeliui projektų vadovų jie vis dar yra naujiena. Turinys: - kaip tradiciškai valdomi projektai ir kokias problemas tai sukelia greitai besikeičiančioje verslo aplinkoje? - kaip Agile projektų valdymas leidžia būti lankstiems ir suvaldyti projektą? - kodėl Agile projektų valdymas yra efektyvesnis? - nuo ko pradėti, norint pritaikyti Agile projektų valdymo metodiką savo projekte?
Projektų valdymas besikeičiančioje aplinkoje - AgileProjektų valdymas besikeičiančioje aplinkoje - Agile
Projektų valdymas besikeičiančioje aplinkoje - Agile
Vaidas Adomauskas
45 slides•1.1K views
Agile Maturity In Lithuania - How To Measure And Who Is Leading by Vaidas Adomauskas, has 71 slides with 899 views.My talk for Agile Turas Vilnius 2012. I talk about 5 Agile maturity levels, with examples and advices how to go via them.
Agile Maturity In Lithuania - How To Measure And Who Is LeadingAgile Maturity In Lithuania - How To Measure And Who Is Leading
Agile Maturity In Lithuania - How To Measure And Who Is Leading
Vaidas Adomauskas
71 slides•899 views
Vaidas Adomauskas - Kaip itikinti Jusu imone pradeti tikrai taikyti Agile by Vaidas Adomauskas, has 50 slides with 1023 views.Pranešimas iš konferencijos "Lietuvos Agile Diena 2012": www.agilediena.lt Nors Agile metodai pasaulyje aktyviai naudojami jau keliolika metų, Lietuvoje dar tik keletas įmonių rimtai juos taiko. Nenuostabu, kad vienas man dažniausiai užduodamų klausimų yra: „kaip įtikinti įmonę (vadovus, projektų vadovus, kolegas programuotojus, testuotojus), jog ir mums verta pradėti taikyti Agile metodus?“. Pranešime pasidalinsiu praktiniais patarimais ir pavyzdžiais, kurie suveikė man įtikinant pradėti rimtai naudoti Scrum kompanijose Lavasoft ir Adform. Taip pat pasidalinsiu pavyzdžiais surinktais iš Agile projektų valdymo mokymų įmonėse – ką jos bandė ir kaip joms pavyko pereiti nuo noro iki tikro Agile metodų naudojimo.
Vaidas Adomauskas - Kaip itikinti Jusu imone pradeti tikrai taikyti AgileVaidas Adomauskas - Kaip itikinti Jusu imone pradeti tikrai taikyti Agile
Vaidas Adomauskas - Kaip itikinti Jusu imone pradeti tikrai taikyti Agile
Vaidas Adomauskas
50 slides•1K views
Agile Product Management With Product Developed By Many Teams v2 by Vaidas Adomauskas, has 44 slides with 1037 views.Slides for talk presented at Agile Riga Day 2012. Full description: http://www.agilerigaday.lv/schedule/product-management-in-agile-organization-with-product-developed-by-many-teams
Agile Product Management With Product Developed By Many Teams v2Agile Product Management With Product Developed By Many Teams v2
Agile Product Management With Product Developed By Many Teams v2
Vaidas Adomauskas
44 slides•1K views
Judrus (Agile) projektu valdymas by Vaidas Adomauskas, has 75 slides with 1171 views.Vaido Adomausko paskaitos Judrus (Agile) projektų valdymas skaidrės. Ši kviestinė paskaita buvo skaitoma universitetų studentams. Kviestinės paskaitos buvo Adform bendradarbiavimo su Universtitetais projekto dalis.
Judrus (Agile) projektu valdymasJudrus (Agile) projektu valdymas
Judrus (Agile) projektu valdymas
Vaidas Adomauskas
75 slides•1.2K views
Starting Agile in a Company by Vaidas Adomauskas, has 48 slides with 1233 views.The document provides tips for organizing teams, projects, and support when adopting Agile in a company. It recommends splitting the organization into cross-functional feature teams and creating a backlog of prioritized product features for each team to work on. Teams should be kept together permanently to become high-performing. Support work should also be planned and prioritized in the backlog instead of handled reactively to reduce fires and bugs. The document stresses starting the transition now with courage and external help if needed.
Starting Agile in a CompanyStarting Agile in a Company
Starting Agile in a Company
Vaidas Adomauskas
48 slides•1.2K views
Product Management With Product Developed By Many Teams by Vaidas Adomauskas, has 36 slides with 980 views.Presentation for my talk at ALE 2011 conference in Berlin, 2011-09-07. I talked about Product Management in Agile organization with product developed by many teams. In the talk i covered 4 main topics: organizing teams, getting Product Owners, planning cross team features, and fitting research into all of this.
Product Management With Product Developed By Many TeamsProduct Management With Product Developed By Many Teams
Product Management With Product Developed By Many Teams
Vaidas Adomauskas
36 slides•980 views
20210419 - Vaidas Adomauskas - Toptal.pptx by Vaidas Adomauskas, has 20 slides with 12 views.1. Revolut learned lessons about achieving agility and delivering business value incrementally through practices like weekly business reviews, design reviews, and bi-weekly demos of outcomes. 2. It is important to avoid issues like sub-optimization of team KPIs, an individual thinking they know everything without involving the team, and taking on big deliverables that prevent frequent delivery. 3. Maintaining consistency between visions, actions, and goals measured by KPIs and OKRs is also key, as is avoiding scattering focus by having people work on too many wide areas.
20210419 - Vaidas Adomauskas - Toptal.pptx20210419 - Vaidas Adomauskas - Toptal.pptx
20210419 - Vaidas Adomauskas - Toptal.pptx
Vaidas Adomauskas
20 slides•12 views
20210408 vaidas adomauskas - mano sekmes istorija by Vaidas Adomauskas, has 27 slides with 38 views.Mano sėkmės istorija. Kaip aš įsivaizduoju šiuolaikinio vaiko ugdymą mokykloje? Respublikinė pedagogų konferencija Skirta paminėti Marijampolės Jono Totoraičio progimnazijos 50-ies metų jubiliejų
20210408 vaidas adomauskas - mano sekmes istorija20210408 vaidas adomauskas - mano sekmes istorija
20210408 vaidas adomauskas - mano sekmes istorija
Vaidas Adomauskas
27 slides•38 views
20210318 vaidas adomauskas - startup lithuania by Vaidas Adomauskas, has 35 slides with 32 views.This document discusses lean-agile mindsets for startups. It advocates adopting agile and lean principles to incrementally deliver business value through minimal deliverables, visual prioritization of work, and limiting multitasking. The key message is that agility is about incremental delivery of business value by visualizing priorities, optimizing for delivery in small increments, and minimizing work in progress. Different frameworks like scrum, kanban, and lean startup are presented as options for startups to empirically and adaptively develop products and solutions.
20210318 vaidas adomauskas - startup lithuania20210318 vaidas adomauskas - startup lithuania
20210318 vaidas adomauskas - startup lithuania
Vaidas Adomauskas
35 slides•32 views
Agile projektu valdymas kasdienybeje ir darbe - Vaidas Adomauskas by Vaidas Adomauskas, has 55 slides with 2134 views.Asmeniniame gyvenime ir darbe susiduriame su didesniais ir mažesniais projektais. Nuo vestuvių planavimo ar buto remonto iki naujo darbuotojo paieškos ar reklaminės kampanijos paleidimo. Kviečiu ateiti paklausyti kaip „Agile“ projektų valdymo praktikas, kurios dažniausiai naudojamos IT projektams valdyti, pritaikyti asmeniniame gyvenime bei ne IT darbuose. Pristatymas Swedbank IT savaitėje 2015-03-16
Agile projektu valdymas kasdienybeje ir darbe - Vaidas AdomauskasAgile projektu valdymas kasdienybeje ir darbe - Vaidas Adomauskas
Agile projektu valdymas kasdienybeje ir darbe - Vaidas Adomauskas
Vaidas Adomauskas
55 slides•2.1K views
Agile projektas su fiksuotos kainos sutartimi by Vaidas Adomauskas, has 37 slides with 836 views.Prezentacijoje dalinuosi projekto pavyzdžiu kuris buvo vykdytas Agile būdu ir turėjo fiksuotos kainos ir laiko sutartį. Pateikiu punktus kuriuos reikia įdėti į sutartį, kad ji leistų turėti Agile procesą. Taip pat apibendrinu naudas ir rizikas. Prezentacija skaytyta Agile Turas Kaunas 2014 konferencijoje: http://agileturas.lt/kaunas 2014-09-25 Vaidas Adomauskas
Agile projektas su fiksuotos kainos sutartimiAgile projektas su fiksuotos kainos sutartimi
Agile projektas su fiksuotos kainos sutartimi
Vaidas Adomauskas
37 slides•836 views
Iteracinio‐inkrementinio (angl. Agile) metodo naudojimo naudos ir rizikos už... by Vaidas Adomauskas, has 55 slides with 617 views.Iteracinio-inkrementinio (angl. Agile) metodo naudojimo naudos ir rizikos užsakovui. Vaidas Adomauskas, asociacijos „Agile Lietuva“ prezidentas Prezentacija „Agile Lietuva“ ir „Infobalt“ organizuotame seminare valstybinėms institucijoms: “Valstybės IS gyvavimo ciklo valdymo metodikos pasikeitimai. Ką svarbu žinoti?”
Iteracinio‐inkrementinio (angl. Agile) metodo naudojimo naudos ir rizikos už...Iteracinio‐inkrementinio (angl. Agile) metodo naudojimo naudos ir rizikos už...
Iteracinio‐inkrementinio (angl. Agile) metodo naudojimo naudos ir rizikos už...
Vaidas Adomauskas
55 slides•617 views
Agile Project with Fixed Budget Scope and Deadline: How is it Possible? by Vaidas Adomauskas, has 46 slides with 1588 views.Two cases how Agile project management can be used for fixed contract projects. Presentation for: Baltic Project Management Days 2014 conference: http://pmdays.eu Vaidas Adomauskas www.agilecoach.lt
Agile Project with Fixed Budget Scope and Deadline: How is it Possible?Agile Project with Fixed Budget Scope and Deadline: How is it Possible?
Agile Project with Fixed Budget Scope and Deadline: How is it Possible?
Vaidas Adomauskas
46 slides•1.6K views
Where is the Project Manager in Agile Project by Vaidas Adomauskas, has 59 slides with 1740 views.The document discusses the role of the project manager in agile projects. It explains that in an agile project, the project manager does not manage the team directly. Instead, the key roles in agile include the Scrum Master, who removes impediments and protects the team, and the Product Owner, who prioritizes features and manages the product backlog. The team is self-organizing and cross-functional. While traditional project management knowledge is still useful, the project manager in an agile project takes more of a coaching role compared to command-and-control in traditional project management.
Where is the Project Manager in Agile ProjectWhere is the Project Manager in Agile Project
Where is the Project Manager in Agile Project
Vaidas Adomauskas
59 slides•1.7K views
Kaip agile projektu valdymas padeda suvaldyti darbus ir projektus by Vaidas Adomauskas, has 46 slides with 961 views.Įmonėse ir projektuose sparčiai populiarėja Agile projektų valdymo metodai. Pristatyme išgirsite, kaip jie gali būti pritaikyti ne tik įmonėje, bet ir įsirengiant butą, planuojant vestuves ir net organizuojant namų priežiūros darbų pasiskirstymą su vaikais. Padiskutuosime, kaip šios metodikos galėtų palengvinti ir padaryti efektyvesniais jūsų kasdienius darbus. Pranešimas skaitytas konferencijoje "Personalo atrankų spindesys ir skurdas", Vilnius, 2013-11-14
Kaip agile projektu valdymas padeda suvaldyti darbus ir projektusKaip agile projektu valdymas padeda suvaldyti darbus ir projektus
Kaip agile projektu valdymas padeda suvaldyti darbus ir projektus
Vaidas Adomauskas
46 slides•961 views
Agile Economics - Is It Cheaper Or More Expensive To Use Agile by Vaidas Adomauskas, has 46 slides with 1166 views.Common sense says that doing things in Aglie way (small iterations, re-testing all the time, not having functional departments) is way more expensive than doing things the traditional way. So why more and more companies choose Agile methods? How to calculate if it is more expensive or cheaper to use Agile? I will share few real projects and products examples and we will draw conclusions about Agile economics from them. Presentation for Agile Tour Vilnius 2013 conference (www.agileturas.lt)
Agile Economics - Is It Cheaper Or More Expensive To Use AgileAgile Economics - Is It Cheaper Or More Expensive To Use Agile
Agile Economics - Is It Cheaper Or More Expensive To Use Agile
Vaidas Adomauskas
46 slides•1.2K views
Agile metodikos: nauja mada ar rimtas įmones konkurencingumo faktorius? by Vaidas Adomauskas, has 42 slides with 832 views.Pristatymas IT vadovamas konferencijoje "National CIO Summit 2013": http://www.itsummit.lt/ Pranešime apžvelgiama esama Agile situacija Lietuvoje ir analizuojamas krioklinio metodo "tėvo"
Agile metodikos: nauja mada ar rimtas įmones konkurencingumo faktorius?Agile metodikos: nauja mada ar rimtas įmones konkurencingumo faktorius?
Agile metodikos: nauja mada ar rimtas įmones konkurencingumo faktorius?
Vaidas Adomauskas
42 slides•832 views
Agile projekto planas - kaip ji paruošti? by Vaidas Adomauskas, has 16 slides with 1433 views.Vaido Adomausko pristatymas Lietuvos Agile Dienoje 2013 (www.agilediena.lt) Agile projekto planas - kaip jį paruošti? Esi per 45 minutes paruošęs projekto planą? Sužinojęs, kiek projektas tau kainuos ir per kiek laiko jį įgyvendinsi? O komanda, vykdydama šį planą, jau po dviejų savaičių gali pristatyti veikiančią produkto dalį? Ateik į pristatymą ir visi kartu tokį planą paruošime. Agile terminais kalbant, sukursime prioretizuotą ir įvertintą produkto darbų sąrašą (product backlog).
Agile projekto planas - kaip ji paruošti?Agile projekto planas - kaip ji paruošti?
Agile projekto planas - kaip ji paruošti?
Vaidas Adomauskas
16 slides•1.4K views
Agile projekto plano sudraymas by Vaidas Adomauskas, has 29 slides with 731 views.Praktinio užsiėmimo kaip iš verslo plano (business case) padaryti produkto darbų sąrašą (product backlog) medžiaga. Užsiėmimus vedžiau Agile Lietuva naudotojų grupėje Vilniuje ir Kaune. Vaidas Adomauskas www.agilecoach.lt
Agile projekto plano sudraymasAgile projekto plano sudraymas
Agile projekto plano sudraymas
Vaidas Adomauskas
29 slides•731 views
Projektų valdymas besikeičiančioje aplinkoje - Agile by Vaidas Adomauskas, has 45 slides with 1121 views.Tradicinės projektų valdymo metodikos remiasi lietuvių liaudies patarlės „devynis kartus atmatuok ir tik dešimtą kartą kirpk“ principu. Jos fokusuojasi ties detaliu projekto planavimu, darydamos prielaidą, jog geras planas ir besąlygiškas jo sekimas padės sėkmingai įgyvendinti projektą. O ką daryti, jei Jūsų verslo poreikiai keičiasi greičiau nei įmanoma suplanuoti ir įvykdyti projektą? Ką daryti, jeigu klientai ateina su idėja ir projektas yra ją išvystyti (juk plano detalaus nepasirašysi, kol idėja nėra išanalizuota)? Kitaip tariant – kaip suvaldyti projektus šiandieniame pasaulyje, kuris keičiasi greičiau nei mes spėtume „devynis kartus pamatuoti“? Agile projektų valdymo metodai plačiai naudojami pasaulyje IT ir kitų sričių projektams valdyti. Jie efektyviai palaiko šiandienos greitai besikeičiančių verslo poreikių įgyvendinimą, tačiau Lietuvoje daugeliui projektų vadovų jie vis dar yra naujiena. Turinys: - kaip tradiciškai valdomi projektai ir kokias problemas tai sukelia greitai besikeičiančioje verslo aplinkoje? - kaip Agile projektų valdymas leidžia būti lankstiems ir suvaldyti projektą? - kodėl Agile projektų valdymas yra efektyvesnis? - nuo ko pradėti, norint pritaikyti Agile projektų valdymo metodiką savo projekte?
Projektų valdymas besikeičiančioje aplinkoje - AgileProjektų valdymas besikeičiančioje aplinkoje - Agile
Projektų valdymas besikeičiančioje aplinkoje - Agile
Vaidas Adomauskas
45 slides•1.1K views
Agile Maturity In Lithuania - How To Measure And Who Is Leading by Vaidas Adomauskas, has 71 slides with 899 views.My talk for Agile Turas Vilnius 2012. I talk about 5 Agile maturity levels, with examples and advices how to go via them.
Agile Maturity In Lithuania - How To Measure And Who Is LeadingAgile Maturity In Lithuania - How To Measure And Who Is Leading
Agile Maturity In Lithuania - How To Measure And Who Is Leading
Vaidas Adomauskas
71 slides•899 views
Vaidas Adomauskas - Kaip itikinti Jusu imone pradeti tikrai taikyti Agile by Vaidas Adomauskas, has 50 slides with 1023 views.Pranešimas iš konferencijos "Lietuvos Agile Diena 2012": www.agilediena.lt Nors Agile metodai pasaulyje aktyviai naudojami jau keliolika metų, Lietuvoje dar tik keletas įmonių rimtai juos taiko. Nenuostabu, kad vienas man dažniausiai užduodamų klausimų yra: „kaip įtikinti įmonę (vadovus, projektų vadovus, kolegas programuotojus, testuotojus), jog ir mums verta pradėti taikyti Agile metodus?“. Pranešime pasidalinsiu praktiniais patarimais ir pavyzdžiais, kurie suveikė man įtikinant pradėti rimtai naudoti Scrum kompanijose Lavasoft ir Adform. Taip pat pasidalinsiu pavyzdžiais surinktais iš Agile projektų valdymo mokymų įmonėse – ką jos bandė ir kaip joms pavyko pereiti nuo noro iki tikro Agile metodų naudojimo.
Vaidas Adomauskas - Kaip itikinti Jusu imone pradeti tikrai taikyti AgileVaidas Adomauskas - Kaip itikinti Jusu imone pradeti tikrai taikyti Agile
Vaidas Adomauskas - Kaip itikinti Jusu imone pradeti tikrai taikyti Agile
Vaidas Adomauskas
50 slides•1K views
Agile Product Management With Product Developed By Many Teams v2 by Vaidas Adomauskas, has 44 slides with 1037 views.Slides for talk presented at Agile Riga Day 2012. Full description: http://www.agilerigaday.lv/schedule/product-management-in-agile-organization-with-product-developed-by-many-teams
Agile Product Management With Product Developed By Many Teams v2Agile Product Management With Product Developed By Many Teams v2
Agile Product Management With Product Developed By Many Teams v2
Vaidas Adomauskas
44 slides•1K views
Judrus (Agile) projektu valdymas by Vaidas Adomauskas, has 75 slides with 1171 views.Vaido Adomausko paskaitos Judrus (Agile) projektų valdymas skaidrės. Ši kviestinė paskaita buvo skaitoma universitetų studentams. Kviestinės paskaitos buvo Adform bendradarbiavimo su Universtitetais projekto dalis.
Judrus (Agile) projektu valdymasJudrus (Agile) projektu valdymas
Judrus (Agile) projektu valdymas
Vaidas Adomauskas
75 slides•1.2K views
Starting Agile in a Company by Vaidas Adomauskas, has 48 slides with 1233 views.The document provides tips for organizing teams, projects, and support when adopting Agile in a company. It recommends splitting the organization into cross-functional feature teams and creating a backlog of prioritized product features for each team to work on. Teams should be kept together permanently to become high-performing. Support work should also be planned and prioritized in the backlog instead of handled reactively to reduce fires and bugs. The document stresses starting the transition now with courage and external help if needed.
Starting Agile in a CompanyStarting Agile in a Company
Starting Agile in a Company
Vaidas Adomauskas
 
Product Management With Product Developed By Many Teams
Product Management With Product Developed By Many TeamsProduct Management With Product Developed By Many Teams
Product Management With Product Developed By Many Teams
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