Lean Scaling: From Lean Startup to Lean Enterprise
Congratulations! You've found the right product-market fit, and it's now time to scale your business. But growing your organization often means slower decision making, increased complexity, and higher chance for misalignments. How can you grow your business while staying lean? Learn five key lessons on how to use smart tooling and process to address these complicated growth challenges.
Outline/Structure of the Talk
Lesson #1: Scaling decision making Sr. Mgmt does not have enough context to make the right decisions at more tactical levels:
- Form cross-functional core teams to drive effective decision making down the org.
- Use the wiki as a tool to keep teams small enough to enable effective decision making while giving everyone else visibility into their work
Lesson #2 Scaling knowledge management Trust in your wiki's content needs to be established proactively.
- Differentiate between "ungroomed" and "groomed" parts and adopt a wikipedia-like "editor model" for the latter
Lesson #3: Scaling project management Scope is no longer the biggest risk threatening successful delivery.
- Dependency management and other risks that have to do with the social/collaborative aspect of software development are growing in importance ->
- Make dependencies a "first class citizen" in JIRA - not just an issue link, but a real issue type with its own workflow and information radiators
Lesson #4: Scaling planning: There are substantially more projects simultaneously in flight to effectively manage your R&D portfolio with a simple 2-level Feature-Task/Story/Bug hierarchy ->
- Expand the backlog model to 3 levels.
- Structure a workflow that track larger scale projects throughout the value stream (not just through the build portion).
Lesson #5: Scaling collaboration: With 2-3 teams - you can just get your 4-6 PMs and Eng Mgrs in a room and discuss. This doesn't work when you have 50 of them.
- -> Build effective information radiators mashing up content from wiki, JIRA and SFDC (through smart use of plugins and templates).
- Apply Jeff Weiner's "one rule to eliminate useless meetings". Run your roadmapping sessions more like a "science fair".
All of the lessons below are stated in a generalized way so they are applicable to a wide audience. But to make them more tangible, I will support each of them with details on the particular ways in which we chose to implement them in our tooling instance (Atlassian product suite)
Lesson #1: Scaling decision making Sr. Mgmt does not have enough context to make the right decisions at more tactical levels: Form cross-functional core teams to drive effective decision making down the org. Use the wiki as a tool to keep teams small enough to enable effective decision making while giving everyone else visibility into their work
Lesson #2 Scaling knowledge management Trust in your wiki's content needs to be established proactively. Differentiate between "ungroomed" and "groomed" parts and adopt a wikipedia-like "editor model" for the latter
Lesson #3: Scaling project management Scope is no longer the biggest risk threatening successful delivery. Dependency management and other risks that have to do with the social/collaborative aspect of software development are growing in importance -> Make dependencies a "first class citizen" in JIRA - not just an issue link, but a real issue type with its own workflow and information radiators
Lesson #4: Scaling planning: There are substantially more projects simultaneously in flight to effectively manage your R&D portfolio with a simple 2-level Feature-Task/Story/Bug hierarchy -> Expand the backlog model to 3 levels. Structure a workflow that track larger scale projects throughout the value stream (not just through the build portion).
Lesson #5: Scaling collaboration With 2-3 teams - you can just get your 4-6 PMs and Eng Mgrs in a room and discuss. This doesn't work when you have 50 of them. -> Build effective information radiators mashing up content from wiki, JIRA and SFDC (through smart use of plugins and templates). Apply Jeff Weiner's "one rule to eliminate useless meetings". Run your roadmapping sessions more like a "science fair".
The Bleeding Edge (things we're looking into today): * Applying some cost-of-delay analysis to projects prioritization process * Expanding dependency management to a more comprehensive risk management scheme * Expanding the lean approach beyond R&D and into our strategic planning process (strategy, revenue, budgets/staffing)
Anyone implementing or considering implementing agile at scale
schedule Submitted 7 years ago
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