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
• 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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
• 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