one product, one project, 2 perspectives

One Product, One Project,

2 Perspectives

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt

the world to himself. Therefore all progress depends on the unreasonable man.

George Bernard Shaw

Introduction

Aguarra, s.r.o., Plzeňská 157 / 98, 150 00 Praha 5, www.aguarra.cz

EXPERIENCE§ 15+ years in technology business management§ 1 Scrum Master in Czech Republic, introducing Scrum to CZ & SK§ 1st Agile Transformation of company in CZ§ Founder Agilia community, Founder Agilia Conference in Brno and Budapest§ Training experience: around 1000 Scrum Masters

§ I help organizations to improve performance

Michal Vallo

Agile Transformation 4 Layer Framework


SCRUM

DSDM

Prince 2Crystal Clear

ITIL

Business Domain

TestingContinuous Integration

Project Management

Finance

Visualization

Business Domain

KPI

PurposeVision

Team

Work Environment

Engagement

Product Parameters

ServiceParameters

DaD

LEAN Principles

The Work

Growth

TOC - Theory of Constraints:Elliyahu M. Goldratt

XP

Process

Challenge

RecognitionCollaboration

Empowerment

Customer Engagement

Host

§ 5+ years in a software product management§ 5+ years in a project management§ Software Product Owner novice when met Michal

Vallo§ Now, agile evangelist, helping corporates to come

back to lean mode§ Mentoring startups in JIC Starcube international

startup accelerator and changing companies cultures to agile

4

Michal Polačko

www.AgileWheel.comwww.linkedin.com/in/michalpolacko


The STORY – Assisting Me With Success

Business: Custom Data ProcessingCompany Size: 500+ peopleBranches: Europe, Asia, AmericaRevenue goal: $100 Millions

Reason for Agile

KEEP DELIVERING ACCORDING TO CUSTOMER EXPECTATIONS AND STAY

COMPETITIVE

Problem Worth Solving

§ Coaching project managers (PMO)

§ Skills were OK, but tools were missing

§ Our customers turning to agile§ Unrealistic TAT

expectations§ Overloaded resources§ Human error increase

§ We all knew company had to change

Economist

Historical attempts

§ Buy existing system § No enough money

§ Develop own system§ No development

department§ Attempt in the past

resulted in a big fail

Economist

Solution

§ Automatic distribution & management

§ Machine learning

Economist

§ Select existing system?§ Not possible§ All owned by competitors

§ Build own system?§ YES§ So, we created MVP

MVP proofed the concept…

… So, we created

§ Business plan and vision for whole company

§ Goal was bringing us from age of dinosaurs to 21 Century

§ Unified tool and approach for all our departments

§ I got funding from senior management

§ I had to build development department

Economist

And we started…

§ I had experience with agile project management

§ I knew what to do§ We build a small team

(developers, tester and scrum master) in upcoming months

§ We used few agile approaches, combined them and ended in using Scrum

§ Senior management told us –proof yourself to employees so they will want to use your products

Built the team& product

And 9 months after, we still had minimum users

§ We used everything as described in available agile materials (at least we thought)

§ My backlog was full of different requests from various departments

§ Team was not engaged, except for few individuals

§ Team was disconnected from users

§ We burnt ~$300K and still almost nothing usable

§ I needed to do something quickly to show the value

Built the team& product

Problem -Minimum users

Scrum Training

11Aguarra, s.r.o., Plzeňská 157 / 98, 150 00 Praha 5, www.aguarra.cz

We use Scrum for 9 MONTHs and somehow it does not work---------------A-HA moments: Scrum is different from what we do now---------------We DO / DO NOT BELIEVE it will work

The fastest way to burn your money is jump into the methodology.

Built the team& Product


1st scrum training

Assessment


PROBLEM:1) Scrum team does not deliver!2) Save PROJECT running!

Invested 5-6M CZK

0 10 20 30 40 50

Knowledge

Response t/change

Value

Motivation

Assessment

40+ departments

VISION => We need unified system!!!



1st scrum training

Consultation with the team

Assessment


ORGANIZATION

Number of users: ~40Departments: 40+

Typical request: change button

„If you have problem, hire more people!“



1st scrum training


Value Chain


Value Chain Analysis---------------

How exactly is job done? Where the value IS?

Key Discovery---------------

95% of processes are identical in principle.

Empower Product Owner – to deliver radical change!

2 - OPEX: Reorganize delivery process – reduce number of departments – reduce number of people by 100-150. Createopportunity for these people for new starting clients.

1 – Play with Scrum process, Team and PBL to gain productivity.



1st scrum training


1-2-1 Coaching (Change Breaker)

My biggest problems

§ Get a buy-in from leaders

§ Show product value§ Convince users to switch

to new tools§ Make my team delivering

Economist

We focused on

§ How exactly the users jobs are done

§ Where the value is§ Metrics§ Our costs§ How to measure impact


Problem -Minimum

users

1st scrum training


1-2-1 coaching

1-2-1 Coaching (Change Breaker)

Outputs

§ Savings vs Earnings§ Visualize - 95% of jobs were identical

Economist


Problem -Minimum

users

1st scrum training


1-2-1 coaching

PBL Prioritization


Release 1

Release 2

Release 3

Metrics(How to measure impact?)

1) How many new users?2) How much money? (Savings / Earnings)

• Time• No of Administrators

a) Time to delivery (Small Batch)b) Estimate (Large batch)


Problem -Minimum

users

1st scrum training


1-2-1 coaching

Scrum and Team


PBL- Prioritized- True

Coaching Scrum Master

Creating Team (10) + including change of team members.

Performanceimprovement.


Problem -Minimum

users

1st scrum training


1-2-1 coaching

Achievements


900+ Users in 5 months.Project no longer may

be put on halt

We created team, which delivers

Use of productdelivers true value

Track 1


Problem -Minimum

users

1st scrum training

Consultation with the

team

1-2-1 coaching Results

Failures


Management Disconnection

Failure to materializepossible savings on business processre-organization

from top to bottom

Track 2


Problem -Minimum

users

1st scrum training

Consultation with the

team

1-2-1 coaching Results

Conclusion - Wrapping Up


Bottom up approach in Agileadoption/transformation is NOT sustainable.

Implementing Agile is organization wide project – not a single activity.

True objectives are often different than declared goals.

Employee afraid of radical change, personal interest prevails.

External consultants often do not help either, it is against their interest.

Trust your consultant, do nothide anything, even negativeinformation

Discussion

Aguarra, s.r.o., Plzeňská 157 / 98, 150 00 Praha 5, www.aguarra.cz 22

Do you think - was it fail? Or success?What would you do differently?

Contacts

Michal Vallo

Tel. +420 604 226 125

E-mail: [email protected]

www.aguarra.com

@aguarrawolf

Michal Polačko

www.AgileWheel.com

www.linkedin.com/in/michalpolacko

@michalpolacko

Aguarra, s.r.o., Plzeňská 157 / 98, 150 00 Praha 5, www.aguarra.cz 23

one product, one project, 2 perspectives

Leadership & Management