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

Transcript

1. 2019 DevDay Project Management and Agile – Strategies and Examples of Enterprise-Wide Organization > Minoru Yokomichi > LINE Effective Team and Delivery Senior Manager
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!”
3. Agenda > Our Purpose and Strategy > Examples in LINE > Examples in our Team
4. Our Purpose and Strategy
5. Organization Chart Delivery Management Team Effective Team and Delivery Department CTO Lean & Agile Team
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
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
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
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
10. Roles & Responsibilities Example Project Management Product Management Development Product Manager Engineers / QAs Project Manager
11. Project Management Product Management Development Product Manager Engineers / QAs Project Manager Roles & Responsibilities Example
12. Project Management Product Management Development Product Manager Engineers / QAs Roles & Responsibilities Example Project Manager
13. Project Management Product Management Development Product Manager Engineers / QAs Roles & Responsibilities Example Project Manager
14. Project Management Product Management Development Product Manager Engineers / QAs Roles & Responsibilities Example Project Manager
15. Project Management Product Management Development Product Manager Engineers / QAs Roles & Responsibilities Example TPM In LINE TPM In LINE
16. Project Management Product Management Development Product Manager Engineers / QAs Roles & Responsibilities Example
17. Lean & Agile Team Consist Scrum Masters and Agile Coaches Delivery Management Team Effective Team and Delivery Department CTO Lean & Agile Team
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
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
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
21. Key Points > Not “Doing Agile”, But "Being Agile” > Not “Project Manager”, But “Project Management”
 > Not forcing, But supporting and enabling
22. Major 3 Work Categories of our Department Providing Training / Guide / Toolkit Building 
 Cross-Learning Community Supporting Problem Solving 1: 3: 2:
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
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)
25. 3. Building Cross-Learning Community > To propagate the good examples while learning from each other
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
27. A Real-Life Example 
 of Problem Resolving Work
 With LINE NEWS
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)
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
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
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
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)
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)
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
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
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 ?
37. What We Did
 on Each Step
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
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
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)
41. Leadership Training Lean & Agile Basic Training What Did We Do on This Step?
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)
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
44. Kanban Adaption Regular Kaizen Meeting What Did We Do on This Step?
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
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!
47. What Will We Do on This Step? > The only things that we can do is experimenting and learning from it
48. Key Factor 27% 73% 10~9 (Promoter) 8~7 (Passives) 6~0 (Detractors)
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.
50. Other Examples of 
 the 3 Work Categories
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]
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
53. Customized Training Course examples: > Leadership Training > Learning from Scrum > Scrum Training for Practitioners > How to work with outsourcing company Etc. 1. Training
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
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
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
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
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
59. Delegation Workshop 2. Problem Solving Support
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
61. Examples of Our Team Management
62. Vision/Mission/Strategy Workshop Confirm and refine our own vision and mission. Plan and visualize our own strategies once a quarter.
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.
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
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.
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”
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
68. A Hands-on Session (15:40-17:40)
69. Thank You