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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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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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Agenda > Our Purpose and Strategy
> Examples in LINE
> Examples in our Team
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Our Purpose and Strategy
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Organization Chart
Delivery
Management
Team
Effective Team
and Delivery
Department
CTO
Lean & Agile
Team
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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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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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> 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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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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Roles & Responsibilities Example
Project
Management
Product
Management
Development
Product Manager
Engineers / QAs
Project Manager
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Project
Management
Product
Management
Development
Product Manager
Engineers / QAs
Project Manager
Roles & Responsibilities Example
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Project
Management
Product
Management
Development
Product Manager
Engineers / QAs
Roles & Responsibilities Example
Project Manager
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Project
Management
Product
Management
Development
Product Manager
Engineers / QAs
Roles & Responsibilities Example
Project Manager
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Project
Management
Product
Management
Development
Product Manager
Engineers / QAs
Roles & Responsibilities Example
Project Manager
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Project
Management
Product
Management
Development
Product Manager
Engineers / QAs
Roles & Responsibilities Example
TPM In LINE
TPM In LINE
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Project
Management
Product
Management
Development
Product Manager
Engineers / QAs
Roles & Responsibilities Example
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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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> 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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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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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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Key Points
> Not “Doing Agile”, But "Being Agile”
> Not “Project Manager”, But “Project Management”
> Not forcing, But supporting and enabling
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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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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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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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3. Building Cross-Learning Community
> To propagate the good examples while learning from each other
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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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A Real-Life Example
of Problem Resolving Work
With LINE NEWS
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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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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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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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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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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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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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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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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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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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What We Did
on Each Step
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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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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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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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Leadership Training
Lean & Agile Basic Training
What Did We Do on This Step?
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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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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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Kanban Adaption
Regular Kaizen Meeting
What Did We Do on This Step?
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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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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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What Will We Do on This Step?
> The only things that we can do is
experimenting and learning from it
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Key Factor
27%
73%
10~9 (Promoter) 8~7 (Passives) 6~0 (Detractors)
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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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Other Examples of
the 3 Work Categories
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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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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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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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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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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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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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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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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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Delegation Workshop
2. Problem Solving Support
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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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Examples of
Our Team Management
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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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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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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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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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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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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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A Hands-on Session (15:40-17:40)
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Thank You