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Project management and Agile – Strategies and examples of enterprise-wide organization

Project management and Agile – Strategies and examples of enterprise-wide organization

Minoru Yokomichi
LINE Effective Team and Delivery Senior Manager
https://linedevday.linecorp.com/jp/2019/sessions/A2-1

LINE DevDay 2019

November 21, 2019
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  1. 2019 DevDay
    Project Management and Agile –
    Strategies and Examples of
    Enterprise-Wide Organization
    > Minoru Yokomichi
    > LINE Effective Team and Delivery Senior Manager

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  2. Who Am I ?
    Minoru Yokomichi
    > Senior Manager of “Effective Team and Delivery Department”
    Background
    > Engineer, Engineering Manager, Product Manager, Project Manager, Scrum
    Master, Agile Coach
    > Organizer of "Product Manager Conference", “Regional Scrum Gathering
    Tokyo", “Agile Leadership Summit", “ScrumMasters Night!”

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  3. Agenda > Our Purpose and Strategy
    > Examples in LINE
    > Examples in our Team

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  4. Our Purpose and Strategy

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  5. Organization Chart
    Delivery
    Management
    Team
    Effective Team
    and Delivery
    Department
    CTO
    Lean & Agile
    Team

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  6. Effective Team and Delivery Department
    What Is “Effective Team and Delivery?”
    To make “Teams” and “Delivery Processes"
    more effective
    Delivery
    Management
    Team
    Effective Team
    and Delivery
    Department
    CTO
    Lean & Agile
    Team

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  7. Delivery Management Team (DMT)
    Consist of Technical Project Managers
    (Do you feel it is like PMO?)
    Effective Team
    and Delivery
    Department
    CTO
    Lean & Agile
    Team
    Delivery
    Management
    Team

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  8. > On the other hand, we also believe “Project Management” is important to
    successfully deliver products
    > TPMs install “Project Management” into projects and teams
    > To be extreme, we believe “Project Managers” are NOT necessary
    Technical Project Managers in DMT

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  9. Major Components in Product Development
    Project
    Management
    Product
    Management
    Development
    Integration, Scope,
    Schedule, Risk,
    Communication
    Management, Etc.
    Market Research,
    Finding Opportunities,
    Product Defining, UX
    Designing, Etc.
    Engineering, Quality
    Assurance, Etc

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  10. Roles & Responsibilities Example
    Project
    Management
    Product
    Management
    Development
    Product Manager
    Engineers / QAs
    Project Manager

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  11. Project
    Management
    Product
    Management
    Development
    Product Manager
    Engineers / QAs
    Project Manager
    Roles & Responsibilities Example

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  12. Project
    Management
    Product
    Management
    Development
    Product Manager
    Engineers / QAs
    Roles & Responsibilities Example
    Project Manager

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  13. Project
    Management
    Product
    Management
    Development
    Product Manager
    Engineers / QAs
    Roles & Responsibilities Example
    Project Manager

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  14. Project
    Management
    Product
    Management
    Development
    Product Manager
    Engineers / QAs
    Roles & Responsibilities Example
    Project Manager

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  15. Project
    Management
    Product
    Management
    Development
    Product Manager
    Engineers / QAs
    Roles & Responsibilities Example
    TPM In LINE
    TPM In LINE

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  16. Project
    Management
    Product
    Management
    Development
    Product Manager
    Engineers / QAs
    Roles & Responsibilities Example

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  17. Lean & Agile Team
    Consist Scrum Masters and Agile Coaches
    Delivery
    Management
    Team
    Effective Team
    and Delivery
    Department
    CTO
    Lean & Agile
    Team

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  18. > On the other hand, we do stick to the values and principles of Agile

    “Individuals & interactions”, “Working software”, “Collaboration”, "Responding to change”, etc
    > We NEVER stick to the methodologies of Agile
    Agile Coach in LINE
    > “Don’t Just Do Agile, Be Agile

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  19. Difference Between the Two Teams?
    Common Beliefs of the Two Teams
    > Both teams’ core focus is “to support
    LINERs solve their problems
    (especially related with teams and
    delivery processes) in order to
    delivery better products”
    Effective Team
    and Delivery
    Department
    CTO
    Difference Between the Two Teams
    > Only individual specialities (Project
    Management or Agile)
    Delivery
    Management
    Team
    Lean & Agile
    Team

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  20. What We Do NOT Do
    > Act as an authority to
    provide what is right or
    wrong
    > Force standards to
    prevent employees’
    creativity
    > Make boring reports
    What We Do
    > Support teams solve
    their problems as
    specialists
    > Provide training,
    toolkits and guides to
    encourage and support
    > Build a community to
    foster cross-learning
    culture

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  21. Key Points
    > Not “Doing Agile”, But "Being Agile”
    > Not “Project Manager”, But “Project Management”

    > Not forcing, But supporting and enabling

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  22. Major 3 Work Categories of our Department
    Providing Training
    / Guide / Toolkit
    Building 

    Cross-Learning
    Community
    Supporting
    Problem Solving
    1: 3:
    2:

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  23. 1.Providing Training / Guide / Toolkit
    > Providing regular enterprise-wide training events and customized trainings
    for specific Projects and Teams. (Customized based on their needs and
    problems)
    > For raising the base-line for Project Management and Agile skills

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  24. 2. Supporting Problem Solving
    > Ordinary process: Receive request -> Start from dialogue -> Visualize
    problems -> Experiment -> Repeat
    > Tackle specific problems and build a collection of examples with varying
    backgrounds
    > We do not have standard solutions to solve the problems.

    (We provide customized solutions using the strength and specialty of our
    members/professionals)

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  25. 3. Building Cross-Learning Community
    > To propagate the good examples while learning from each other

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  26. 1.Training / Guide / Toolkit
    3. Cross-LearningCommunity
    3. Cross-Learning Community
    3. Cross-Learning
    Community
    Image of the 3 Work Categories
    2. Problem Solving
    2. Problem Solving
    2. Problem
    Solving

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  27. A Real-Life Example 

    of Problem Resolving Work

    With LINE NEWS

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  28. Executive / Senior Manager
    Manager
    Member Member
    Structure for

    Business / Product Planning
    Structure for

    Product Development
    Manager
    Member Member
    Manager
    Member Member
    Manager
    Member Member
    Leader
    Member Member
    Front-End

    Engineers
    Server-Side

    Engineers
    QAs
    BEFORE THE TRANSITION (Image of Org Structure)

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  29. Major Problem
    > Getting increased the dependency on managers/leaders because of
    organizational scaling up
    > Getting increased the lead time of the product delivery process

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  30. Major Objective on Problem Resolving
    > Build a structure to respond organizational scale-up (reduce dependency on
    managers/leaders)
    > Reduce lead time of “From Concept to Cash” of the product and the
    organization

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  31. Our Experiment
    > Transform to small cross-functional teams and delegate to the teams (self-organized)
    • To reduce lead time
    • To reduce dependency on managers and leaders

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  32. Structure for

    Business / Product Planning
    Structure for

    Product Development
    Front-End

    Engineers
    Server-Side

    Engineers
    QAs
    PO SM
    Manager
    Member Member
    Manager
    Member Member
    Leader
    Member Member
    Manager
    Member Member
    Manager
    Member Member
    Single Cross-Functional

    Small Team
    Executive / Senior Manager
    1st EXPERIMENT (Image of Org Structure)

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  33. Structure for

    Business / Product Planning
    Structure for

    Product Development
    Manager

    as a
    Servant
    Leader
    PO SM
    PO SM PO SM
    Manager
    Member Member
    Manager
    Member Member
    Manager

    as a
    Servant
    Leader
    Leader

    as a Servant
    Leader
    Cross-Functional

    Small Teams
    Executive / Senior Manager
    2nd EXPERIMENT (Image of Org Structure)

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  34. Structure for

    Business / Product Planning
    Structure for

    Product Development
    Manager

    as a PO
    Manager
    Member Member
    Manager
    Member Member
    Manager

    as a
    Servant
    Leader
    Manager

    as a
    Servant
    Leader
    Leader

    as a Servant
    Leader
    Executive / Senior Manager
    CURRENT EXPERIMENT (Image of Org Structure)
    Some Cross-Functional

    and Functional

    Small Teams
    PO SM
    PO SM PO SM
    Cross-Functional

    Small Teams

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  35. Structure for

    Business / Product Planning
    Structure for

    Product Development
    Manager

    as a PO
    Manager

    as a
    Servant
    Leader
    Manager

    as a
    Servant
    Leader
    Leader

    as a Servant
    Leader
    Manager

    as a PO
    Manager

    as a PO
    Executive /
    Senior Managers

    as Chief PO
    Cross-Functional

    and Functional

    Small Teams
    NEXT EXPERIMENT (Image of Org Structure)
    PO SM
    PO SM PO SM
    Cross-Functional

    Small Teams

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  36. Structure for

    Business / Product Planning
    Structure for

    Product Development
    Manager

    as a PO
    Manager

    as a
    Servant
    Leader
    Manager

    as a
    Servant
    Leader
    Leader

    as a Servant
    Leader
    Manager

    as a PO
    Manager

    as a PO
    Executive /
    Senior Managers

    as Chief PO
    Cross-Functional

    and Functional

    Small Teams
    FUTURE EXPERIMENT (Image of Org Structure)
    PO SM
    PO SM PO SM
    Cross-Functional

    Small Teams
    ?

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  37. What We Did

    on Each Step

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  38. What Did We Do on This Step?
    > Tried to provide a training about the values
    and principles of “Lean” and “Agile” (not about
    methodology) for managers and leaders

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  39. Satisfaction Score (Net Promoter Score)
    27%
    73%
    10~9 (Promoter) 8~7 (Passives) 6~0 (Detractors)
    +73 (9.1/10)
    Lean & Agile Basic Training

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  40. What Did We Do on This Step?
    > Provided the same training to make a
    common sense toward the principle and
    values of “Lean” and “Agile” with all roles
    (Managers, Product Managers, Developers,
    QAs)
    > Provided a training for managers and leaders
    about leadership (especially about servant
    leadership)

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  41. Leadership Training
    Lean & Agile Basic Training
    What Did We Do on This Step?

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  42. 12%
    47%
    41%
    10~9 (Promoter) 8~7 (Passives) 6~0 (Detractors)
    +29 (8.2/10)
    8%
    38% 54%
    10~9 (Promoter) 8~7 (Passives) 6~0 (Detractors)
    +46 (8.8/10)
    Lean & Agile Basic Training Leadership Training
    Satisfaction Score (Net Promoter Score)

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  43. What Did We Do on This Step?
    > Provided a training about Scrum and
    supported to launch single cross-functional
    small team as Agile Coach
    > Supported to start “Regular Kaizen Meeting”
    with all developers and some product
    planning teams
    > Supported to create Kanban in some product
    planning teams

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  44. Kanban Adaption
    Regular Kaizen Meeting
    What Did We Do on This Step?

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  45. What Did We Do on This Step?
    > Started to support to take place knowledge
    sharing events between teams (about
    Kanban, Retrospective, etc.)
    > Started to support Scrum Masters as a Scrum
    Master for Scrum Masters

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  46. What Are We Doing on This Step?
    > Supporting to launch some non-development
    cross-functional small teams as Agile Coach
    > Planning to take a outsourcing PO training
    with whole team
    > Struggling with all members to make our
    organization better one!

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  47. What Will We Do on This Step?
    > The only things that we can do is
    experimenting and learning from it

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  48. Key Factor
    27%
    73%
    10~9 (Promoter) 8~7 (Passives) 6~0 (Detractors)

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  49. Key Factors
    > Not forcing, But supporting and enabling
    • We fully respect everything they have done so far
    • We actively listen to them and talk as professionals
    • We never say you should do something. They decide.

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  50. Other Examples of 

    the 3 Work Categories

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  51. Global View
    [Japan]

    Effective Team
    and Delivery
    Project
    Management
    Roundtable TF
    PMEV (Global
    Community)
    Global PJM
    Training Working
    Group
    [Korea]

    Tech Project
    Management
    [Taiwan]

    Delivery
    Management Team
    [Thailand]

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  52. Project Management / Agile Training Day
    Course examples:
    > Project Management Overview
    > Lean / Agile Overview
    > Project Visualization
    > Project/Product Health Check
    > Risk Management
    > Retrospective Practices
    > Scrum Training
    Etc.
    1. Training

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  53. Customized Training
    Course examples:
    > Leadership Training
    > Learning from Scrum
    > Scrum Training for Practitioners
    > How to work with outsourcing company
    Etc.
    1. Training

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  54. Team Building Support
    Activity examples:
    > Games to get to know each other
    > Games to build phycological safety
    > Games to deepen mutual understanding within
    teams
    Etc.
    2. Problem Solving Support

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  55. Kaizen Discussion Support
    2. Problem Solving Support
    Activity examples:
    > Facilitating Open Space Technology
    > Facilitating Project Retrospective
    > Facilitation Regular Kaizen Meeting
    > Providing step-by-step guides for Kaizen Meeting
    Etc

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  56. Product Team Alignment
    Making Agile Inception Deck
    Support teams to create their inception deck in order
    to clarify their vision
    Making Roadmap
    Support teams to create and maintain their roadmap
    2. Problem Solving Support

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  57. Agile Practice Adaption
    Scrum / LeSS Adaption
    Support teams to adapt Scrum and LeSS
    Kanban Adaption
    Support teams to make their Kanban and Value
    Stream Map
    2. Problem Solving Support

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  58. Management Support
    Delegation Workshop
    Create an environment where senior manger can
    discuss work & delegation with team members.
    Getting To Know Each Other With Senior Manger & Managers
    Create an environment where senior manager and managers
    can talk about their own personal values and motivators.
    2. Problem Solving Support

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  59. Delegation Workshop
    2. Problem Solving Support

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  60. In-House Community Activity
    In-House Kanban Tour
    Go and see Kanban at other teams
    Open Remote Lunch
    Make an environment to share their experiences and
    examples with multiple locations
    3. Cross-LearningCommunity

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  61. Examples of
    Our Team Management

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  62. Vision/Mission/Strategy Workshop
    Confirm and refine our own vision and
    mission.
    Plan and visualize our own strategies
    once a quarter.

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  63. The TPM Manifesto
    TMPs in Korea defined a TPM
    manifesto as the way of working,
    motivation, and core values of TPM
    The TMP manifesto is the their belief
    such as LINE TPMs give more value to
    solving problems, project orchestration,
    providing leadership in a growth
    mindset, and etc.

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  64. Know Each Other
    Have dialogues within team using self-
    assessment tools and games (16
    Personalities, Moving Motivators form
    Management 3.0, Strength Finder®, wevox
    values card)
    Dialogue Using Self-Assessment Tools

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  65. Using Scrum for our Own Work
    We use Scrum for our own work and
    encourage to do Pair work or Mob work as
    an Agile Organization.

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  66. Learning Session
    We have weekly “Learning Session” to
    obtain knowledge in the teams while
    maintaining our “Learning Backlog”.
    We make a good cycle of “obtaining
    knowledge” -> “practice in our work” ->
    “Repeat”

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  67. Other Communication Tips
    For raising communication within remote
    team, we do remote lunch once a bi-
    weekly.
    Remote Lunch
    For Raising Communication Between
    Members, We Do Peer 1on1s and Buddy
    Meeting.
    Peer 1on1 / Buddy

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  68. A Hands-on Session (15:40-17:40)

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