Minoru Yokomichi (@ykmc09) • An Agile Coach at LINE Corpora4on. (joined at Feb. 2018) • Team Manager of Lean & Agile Team • Career • Engineer / System Architect • Engineering Manager / Scrum Master / Product Owner
Lean & Agile Team at LINE Corpora5on. • Launched in Jul. 2018 • Has 4 members (May. 2019) • as Agile Coach, Agile Consultant, Scrum Master, Team Mentor. • Works under CTO (Target: Whole company)
Today you are here, which means you are a kind of evangelist of Agile, right? Doesn't ma+er official or unofficial in your company Photo by Tom Roeleveld h/ps:/ /flic.kr/p/6Q76vn
! Today's Topic • Why and how we promote Agile in LINE Crop. • The things we keep in mind as Agile Leadership team. • I would be happy if you get any inspira=ons to become more Agile for your company !
! The Job Descrip.on of our team • "Support to Promote Collabora,on among various roles in product development organiza6on, ..." • "Not s,cking to a par,cular methodology, ..."
Collabora'on & Autonomy • Our team is sure that these lead our business and our employees to success. • And also the Lean & Agile values and principle is the one of the most suitable for these.
! We've saw a lot of link between the standard for the company values (called LINE Style 2.01 ) and the Agile principles How about your company's values? 1 You can see "LINE Style 2.0" in the LINE Corp's website.
! Why does my company need this team now? • Our company has originally and already had good culture: Collabora8on, Autonomy, Failing fast, Quick decision and so on. • We are now in a rapid scaling up phase. Our team is the one of team which have a responsibility to keep the good culture. • (Most of teams are not necessarily using specific Agile process framework.)
Meaning of each types of work 1. Training (of Lean & Agile) 2. Team Support (based on Lean & Agile values, principles, methodologies) 3. Growing In-house Community (of PracHce/ Interest of Lean & Agile)
! Training • Make a curriculum of Lean & Agile and execute them. • e.g. Basic knowledge of Lean / Agile / Scrum / Kanban, Guidance of RetrospecDve, etc. • Also make & execute Non Lean & Agile themed sessions. • e.g. MeeDng FacilitaDon Technique, Leadership Technique, etc.
! Team Support • Work together as a Scrum Master, an Agile Coach • Support managers and leaders as an Agile Consultant. (Team launch support, Issue resolving support, etc.)
! Growing In-house Community • Discussion channel in Slack, Lunch Events, Workshops of Agile Game, Community for reading books, In-house Kanban Tour, etc.
One of the our team's long-term goal is "Mel%ng into the organiza%onal culture." photo: Boxun Zhang (h/ps:/ /www.flickr.com/photos/[email protected]/31864795597/)
• The first important point is here (arrow from "Awareness"). • We should take special care not to make them feel "I don't like it...!" at their first touch point (in our team's case, usually at a first training session)
! Bad behavior when introducing Agile • Not respect for their past and present • Say "What you are doing is not Agile." • Give logical advices without empathy.
• In our first training session, our team says "Agile is not a binary thing. I am sure that you are already Agile in some or most part. But you can become Agile more and more." Photo by NASA Goddard Space Flight Center h8ps:/ /flic.kr/p/r8D1Wj
! Bad behavior when introducing Agile • Talk as if Agile were only the best prac/ce. • Teach as if Agile were only a methodology. Teach only methodologies of Agile. • Aim to do Agile methodologies. Force them to use Agile methodologies.
Get them to sympathize with the values and the principles • It is important before introducing any methodologies. • In our first 3-hour training session, we don't teach any specific prac>ce (e.g. Scrum, Kanban). • Instead of that, we do below using enough >me. • Read the Agile Manifesto deeply again • Do a game for realizing Agile principles • Introduce real-life examples of Agile-Minded teams in the company.
• We never say "You should prac1ce Agile". • Not even "You'd be• But something (regardless of the size) changed at all teams so far. (It is one of evidences of sympathy)
• How we measure "Posi/ve Impression"? • We Take NPS (Net Promoter Score) 2 from a8endees a:er first training session without too much effort. • Current Avg. Score: +60 (Detractor rate: 4%. but score of all detractors are 6-point.) 2 "How likely is it that you would recommend this training to a colleague?" (0 - 10)
Experiment • We feel "A)er changing, I can't go back...". Everyone afraid of making decision of "Change" • We can prompt to Run a small experiment in a certain Ame and Reflect it.
Commit to Success • Of course "To Learn from failure" is important thing. • But at the early stage, one successful experience is more important (as if it is small one.) • The first (small) one success encourages people to take a next posi2ve step. • Agile leadership role should do everything to help the first experiment and celebrate it a5er success.
Commit to Success • For example, we highly recommend teams to make only one ac)on item at first retrospec)ves to raise the chance of success . • In some case, we even say "It is fine even if you don't made any [email protected] item today. It was great opportunity to dialogue among us!"
! Dialogue *me • What can you do next week for making your colleague "A fan of Agile"? • Think yourself (2min) • Share with the person next to you (4min) • Do not forget to introduce yourselves • Post it to LINE Timeline or TwiIer or FB or your ToDo list!
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