Are you going to implement Agile/Lean methodologies in your organization, but you don’t have a clue where to start? Does it make sense to begin with Agile training? Or, it would be better to start with implementation of application lifecycle management tools (ALM), or, it would be enough just to hire right people with agile expertise? Based on our experience, with more than 100 clients, we clearly see that in most of the cases real agile transformation is kicking off from organizational structure change. This is exactly what we would like to share with you. We will talk about typical issues in organization structure that we have seen when helping our clients to transform. We will also outline what potential problems might cause those issues. Furthermore, we will share successful patterns of building robust organizational structures for different types of the companies: starting from small and scaling it up to enterprise (100+ employees). As an outcome, participants will get an overview on how to build robust organizational structure as a foundation for successful Agile/Lean implementation.

1. AgileEE 2015
Kyiv, March 27-28, 2015
Learn how to build robust org structure for Agile at scale

2. Yuriy Kudin
Management Consultant
+ 38 097 922-76-79
ykudin
yuk@ciklum.com
2
Yuriy Lapin
Head of Ciklum Consulting, Management
consultant
+ 38 067 964-27-27
yuri.lapin
yla@ciklum.com

3. 3
• for 1-3 people

4. 4
• for 1-3 people

5. 5
* One team

6. 6
* One team

7. 7
*Cross functional
team

8. 8
* One or two teams

9. 9
* What to do if
you organization
is big one?

10. 10
* Functional structure
B U S I N E S S
O P E R A T I O N S
R & D

11. 11
* Issue in functional structure
...
WHEN?
WHY IS IT
SO SLOW?
D E V E L O P M E N T
P R O D U C T
Q A
Resource allocation
and internal prioritization
Transition
between units
Lack of overall visibility
Rework!

12. 12
* What if we implement “Agile”?
...
Resource allocation and
internal prioritization
Transition
between units
Lack of overall visibility
Rework!
D E V E L O P M E N T
P R O D U C T
Q A

13. 13
* Cross-functional structure
...
B U S I N E S S
O P E R A T I O N S

14. 14
* Value streams
...

15. Program Level
15
…
Teams
Business
HOW TO
INTEGRATE THEM?

16. 16
* How to connect a team?
Organization

17. TEAM
PROGRAM
PO 1
PO 3 PO N
PO 1 PO 2
Head of
Product
CONTENT TEAMUX TEAM
UX 2
UX 1
* Requirements
1
7
PO 2 PO 3 PO N
Product
Manager
Team 1 Team 2 Team 3 Team N
PO — Product Owner

18. 18
* Product Manager VS Product Owner
Product
Manager
Agile Team
Product
Owner
1
2..4
1
1..2

19. TEAM
Team 1
PROGRAM
PO 1
PO 3 PO N
PO 1 PO 2
Head of
Product
CONTENT TEAM DELIVERY TEAMUX TEAM
UX 2
UX 1
* Delivery
1
9
SM 1
Team 2 Team 3 Team N
PO 2 PO 3 PO N
Product
Manager
SM 2
SM 3 SM N
SM 1 SM 2 SM 3 SM N
PO — Product Owner
Head of
Delivery
SM — Scrum master
Delivery
Manager

20. TEAM 2
20
* Cross functional teams
TEAM 1 TEAM 2 TEAM N
Front end Front end
Front end
Back end Back end
QA QA
Ent.
Architect
FE tech
leader
BE tech
leader
QA tech
leader
Front end Front end
Front end
Back end Back end
QA QA
Front end Front end
Front end
Back end Back end
QA QA

21. TEAM
Team 1
SM 1
PROGRAM
PO 1
PO 3 PO N
PO 1 PO 2
Head of
Product
CONTENT TEAM DELIVERY TEAM
SM 1 SM 2
UX TEAM
UX 2
UX 1
* Technology
2
1
Team 2 Team 3 Team N
SM 2 SM 3 SM N
PO 2 PO 3 PO N
Product
Manager
SM 3 SM N
TECH LEADERS
Ent.
Architect
Tech
leader
Tech
Leader
PO — Product Owner
SM — Scrum Master
*
Head of
delivery
Delivery
manager

22. 22
* Rapid
Integration
is a key!

23. TEAM
Team 1
SM 1
PROGRAM
PO 1
PO 3 PO N
PO 1 PO 2
Head of
Product
CONTENT TEAM DELIVERY TEAM
SM 1 SM 2
UX TEAM
UX 2
UX 1
* Shared teams
2
3
Team 2 Team 3 Team N
SM 2 SM 3 SM N
PO 2 PO 3 PO N
Product
Manager
SM 3 SM N
TECH LEADERS
Ent.
Architect
Tech
leader
Tech
Leader
PO — Product Owner
SM — Scrum Master
*
SYSTEM TEAM
Integration Automation Operations
OPERATIONS
Head of
Delivery
Delivery
Manager

24. 24
* System team
• Building Development Infrastructure
• System Integration
• End-to-End and System Performance Testing
• Product Demo
SYSTEM TEAM
Integration
QA
Automation

25. 25
* Operations team
• Build and Maintain Environments
• Deployment to Staging every Sprint; Deployment to
Production Frequently
• Keep Everything Under Version Control
• Start Automating the Actual Deployment Process
Operations
OPERATIONS

26. Program Level
26
…
Teams
Business
Content & UX Delivery Technology
System
&Ops.

27. 27

28. * Case study 28
Productivity Time to Market
• US company
• 10+ years on the market
• Very mature

29. TEAM
PROGRAM
* Original structure 29
Client
7
Server
10
LIB
10
QA
13
LING
22
Project managers
3
Product managers
2

30. TEAM
PROGRAM
* Step 1 - Create teams 30
Client
7
Server
10
LIB
10
QA
13
LING
22
Feature
team 1
8
Feature
team 2
9
Feature
team 3
8
LIB 1
7
LIB 2
8
Tech leaders
3

31. TEAM
PROGRAM
* Step 2 – Transform program level 31
Project managers
3
Product
managers
2
SM/PM SM/PM SM/PM
PROD M PROD M
PO PO PO
Delivery
Manager

32. TEAM
PROGRAM
* Step 3 – Rapid integration 32
Client
7
Server
10
LIB
10
QA
13
LING
22
Project managers
3
Product
managers
2
Feature
team 1
8
Feature
team 2
9
Feature
team 3
8
LIB 1
7
LIB 2
8
SM/PM SM/PM SM/PM
PROD M PROD M
PO
Delivery
Manager
Enterprise
architect Tech leaders
3
PO PO
System
team

33. * Outcome 33
Productivity Time to Market
• Efficient cross-functional collaboration
• Balance in roles and responsibilities
• Rapid integration

34. 34
* Fix org
structure first

35. 35
Content Delivery Tech.

36. THANK YOU!
36