Zwei Organisationen, ein Produkt, eine neue skalierte Umgebung, Agilität und andere Ereignisse Wie kann man Momentum aufbauen und LeSS erfolgreich implementieren? Während dieses Talks heben wir die wichtigsten Erkenntnisse und Challenges hervor. Ebenso plaudern wir über Lessons learned und andere Souvenirs die wir in unseren Koffer gepackt haben. Diese möchten wir euch auf euren eigenen Reisen zu einer skalierten, organisationsübergreifenden, agilen Produktentwicklung mitgeben.

1. AAC 2022
COMING UP NOW
How to pack More in my suitcase with LeSS
Andreas Schmuck
Matthias Reischer

3. Our Journey

4. Protagonists
> Tour guides
- Andreas Schmuck
- Matthias Reischer
> Passengers:
- Blue Tomato
- Netconomy

5. State at the beginning
> Two customers
- Switching Context – all the time
- Multitasking
> Effort to hide things
that are only for one customer
- Find arguments
> Small things:
- Internal alignments
- Processes

6. First try
Sprint/Customer
Did not work
Was not accepted
What to do with Blocker?
Positiv:
Focus
Reduce multitasking
Negativ:
Leftovers
Live deployed

7. Second try
Switch to only one customer
Collaboration Workshops
Pitch for each customer for a whole team
Positiv:
Focus
Reduce multitasking
High performing Team
Negativ:
One customer needs to leave the team
Not everyone will be happy

8. > PO:All who can decide something into one room and lets see
- get away from the "Grazer Hybris Bude"
- What is the best condition?
- Playing the cards right
> Momentum at system level
> Not one full NC team, but two mixed teams with BTO
Momentum

9. Hanging in there

10. Hanging in there
> Display Urgency/Momentum
> Get everything done that you can
> Plans are nothing;planning iseverything. -
Dwight D.

11. Communicate, communicate,
communicate
> Talks with every team member
> Reduce risk of big bang
> Pressure creates counterpressure
> Win Schmucki for the cause
- Recognize when you need someone
who has the right skill for the situation

12. Nothing is happening
> We must wait forFebruary for decisionfrom
America
- „We have taken a long time to decide,
so now we would like it quickly“ -
as always
> Change perspective:Highly problematic

13. Leading through the change

14. Transition to Multi-Team
> the new contractual frame allowed the team
to focus on one client and therefore one
product
> Furthermore,the was the demandto scale
the team and create a sustainable base for
later grow
> this opened the opportunity to use a lean
and agile scaling frameworklike LeSS

15. Transition to
cross organizational team
> Developersfrom the client’s organization start
to join the team
> This leads to a changein our relation
since there is no pure client to contractor
relationship in future
> The team had to find its own way of working
- create its own structures where people from both
organization fit in
- within some constraints of course

16. Objectives

17. Gather perspectives and
identify individual's needs
> Talking to and interviewing all people in all roles
> Gather insights on how everybody see him/herself
in future
> Provide a potential future and big picture
> Collecting feedback on potential ideas
> What’s needed for them to get to get into this
future role and position?
> Get as much information as possible - What’s on
their mind?

18. Understand and visualize
the surrounding organization
> collectall the insights provided inthe
interviews
> create a comprehensive overview of the
whole future organization
> identify and locate frictions and tensions in
the structure
> show the hierarchies,communication flows
and responsibilities

19. Define Areas and Boundaries
to build and protect
> After getting the overview on the whole system it must be
defined where the change takes place
> Create clarity on who is affected in which areas
> Show where contribution and new definitions are needed
> Provide safety to the team and a clear scope of change
> Calming down people not or just little affected by the
change

20. Collecting the Building Blocks
> To use the LeSS frameworksome essential
rules must be implemented
- One Product
- One Product Owner(s)
- One Backlog
- One Definition of Done
- One Sprint
> This rules shaped the main building blocks
of the transition
- But we were taking the structures of both
organization into account (see POs, SDQA)

21. Mange the process of change
> Let’s work toward a clear goal (18/May)
- maintain an overview of all tasks and activities
planned and must be done
- create transparencyand provide a timeline of the
agreed and known events to all
- track progress and remind people on things to be
prepared, shared, aligned
> Share in a publicly accessiblespace
- get all people aligned and on board to the activities
- clear and transparent communication

22. Teach and train
> No assumptions on people’s knowledge
- Train also the basics, to avoid misunderstandings
and confusion when the implementation of
structures and processes start
> What to teach?
- start with what change means
- remind on the Agile values and principles
- explain Lean and its principles of value delivery
- explore in detail the how to inspect and adapt in Scrum
(empirical process control)
- scale the process of scrum and introduce LeSS

23. Awareness on cross-organizational
collaboration issues
> It’s not a pure client contractor relationship anymore
- there is no ECO13 anymore in our daily work
> “They and us” is becoming a “We”
- reduce conflicts and/or frustration
> Identify what's missing in the daily work?
- Where to document stuff
- Can everybody access docs, guidelines, ..
- Can people from both organizations perform the same
tasks (deploy)
- What’s primary communication tool?
- Zoom vs. Slack vs. Teams
- …

24. Forming Process and Structures in
the protected space with the team
> Team workshop
- setting single value stream
- deciding on teams
- setting up an overall schedule
- team names and canvas
> Establishing LeSS
- process structures (schedule, ...)
- board, backlog, definitions (DoD)
- stakeholder alignments (POs <-> PMs)
> Brace forthe first sprint

25. Objectives

26. Achievements
> Planning and Refinementprocessimproved
- whole team involved early (expand the funnel)
- easier workload distribution because of no siloing (expand
the funnel)
- always >2 sprints of scope ready for development (value
optimization)
- stable backlog (predictability of delivery)
> Key metrics
- stable velocity (constant pace)
- sprint completion >85%-100% (predictabilityof delivery)
- improved flow – cycle time fits into a sprint (shorten lead
time)
> Good mood in the team after transition (Survey in June)
- High ratings in Dependability, Teamwork, Trust and Safety

27. Learnings

28. Learnings – final station
> Better together - get a buddy or pair scrum mastery
- Consistency
- Quality
> Pressure creates counterpressure
> Search leadership alliance in all places
Thank you Team!

29. Contact
> Andreas Schmuck
> Netconomy
> Scrum Master
> Andreas Schmuck
> Matthias Reischer
> Netconomy
> Scrum Master
> Matthias Reischer