Lean-agile management at Finnish Broadcasting Company Yle

LEAN-AGILE MANAGEMENT
AT FINNISH BROADCASTING COMPANY YLE
How the web and mobile areas were changed?
@mirettekangas #yle @maaritlaanti #nitordelta Research presentation #agile2015 @Washington DC 5th of August 2015

CONTENTS
@mirettekangas #yle @maaritlaanti #nitordelta #agile2015
•  Web and mobile services at Yle
large scale agile
•  The Lean vision in the beginning
•  Organizationmodel
•  portfolio kanban
•  roadmap
•  lean-agile budgeting
•  Visionary leadership
•  Experiences
•  What next?

WEB AND MOBILE SERVICES AT YLE
(web, mobile, terminals)
MAIN SERVICES
•  Yle Areena and Archives
•  Yle News
•  Svenska.yle.ﬁ
OTHER SERVICES
•  Children
•  Learning
•  Other web journalism
•  Buu.yle.ﬁ
•  Vetamix

How could Yle beneﬁt
from Large Scale Agile
at company level?
Discussion started
in autumn 2012.
The discussion was
based on Scaled Agile
Framework (SAFe).
SCALED AGILE FRAMEWORK™ BIG PICTURE

Transformation to Lean and Agile Way of Working was
started in Spring 2013 at Yle Operations Unit
Guidance and
monitoring on
individual
level
Pilot A
Training new
way of
working
model
Pilot B
Lean +
agile way
of working
Guidance
and
monitoring
with
business
unitsCommon
goals and
roadmap Pilot C

THE LEAN VISION IN THE BEGINNING
Current
state
Business
case
Vision
statement
How to reach
the vision?
Which measures
to follow?
How to track the
progress?

THE GOALS FOR IMPROVING WAY-OF-WORKING
CUSTOMER
VALUE
CYCLE
TIME

INTERNET AND MOBILE ROADMAP
Short – and long term epics for all service areas
NEW BLUEPRINT FOR INVESTMENT PLANNING
STEERING GROUP
Deﬁnes the strategy and focus areas
WEB AND
MOBILE
PORTFOLIO
KANBAN
PORTFOLIO
BACKLOG 3 m 3 months 3 months 3 months
Portfolio level goals
and needs
described
HIGH LEVEL GOALS
MEA-
SURE
LEARN
BUILD

Adaptive
(agile)
organization

WEB AND MOBILE AREA ROADMAP TO AGILE 2014-2015
•  Lean and agile portfolio- and
program model
•  Web and mobile roadmap
•  Application- and infrastructure
team co-operation and DevOps
culture
•  High-level current and future
state descriptions
•  Preparing leaders for the agile
change
•  Preparing use of agile release
train
INCREMENT 1
•  Lean and agiledddd
portfolio- and program
model
•  Web and mobile
roadmap
•  Application- and
•  High-level current and
future state
•  Preparing leaders for
the agile change
•  Preparing use of agile
release train f ffffff
INC 2
MEA-
SURE
LEARN
BUILD
INC 2 INC 2
•  Lean and agiledddd
portfolio- and
•  Web and mobile
roadmap
•  Application- and
future state
the agile change
future state
the agile change
•  Preparing use of agile
release train f ffffff

WEB AND MOBILE AREA HIGH-LEVEL ROADMAP AT YLE
Short (3 months) and long-term (12 months) Epics
Implementation of strategy, focus and roadmap
Company portfolio kanban prioritization
LEAN-AGILE WEB DEVELOPMENT AND
PORTFOLIO MANAGEMENT @YLE
Head of Roadmap
-group
TEAM
Focus Area Leads
Portfolio Manager
Web Analyzer
UX Lead
(+Virtual Design teams)
Architecture Lead
(+Virtual Architecture
teams)
Lead Dev
( + Virtual Dev teams)
Lead Lean-Agile
CEO & EXECUTIVE TEAM
Decides on vision, high level resource allocation,
budget and focus area customer coals.
Portfolio Lead presents the portfolio and allocation proposal.
Update 1 x month
Portfolio and allocation proposal 4 x year
Focus Area:
NEWS &
CURRENT
AFFAIRS
Focus Area:
CREATIVE
CONTENT
(drama, factual,
children, docus etc)
Focus Area:
SWEDISH YLE
Focus Area:
MEDIA
(TV/Radio player,
channels, archive
service)
PORTFOLIO KANBAN Web & Mobile Media

ROADMAP AND PORTFOLIO
DEVELOPMENT
TEAMS
HEAD OF ROADMAP-GROUP
FOCUS AREA INTERNET-MANAGERS
AGILE DEVELOPMENT MANAGER
PORTFOLIO-MANAGER
LEAD ARCHITECT
LEAD DEVELOPER
WEB ANALYZER
LEAD UX-DESIGNER
WEB AND MOBILE AREA HIGH-LEVEL ROADMAP AT YLE
Short (3moths) and long-term (12 months) Epics
Implementation of strategy, focus and roadmap
WEB AND MOBILE AREA PORTFOLIO:
UPDATE EVERY SECOND WEEK
ORGANIZATION CEO & EXECUTIVE TEAM
Decides vision, strategy, focus areas, funding and resources on annual level. Follow-
up and ensure vision implementation. Provided with a company-level real-time
updated roadmap to ensure transparency.
IDEAS POP-UP
ANALYSIS
EPIC
ANALYSIS
IMPLEMEN-
TATION
READY
CREATIVE CONTENT
NEWS & CURRENT
AFFAIRS
SWEDISH YLE
MEDIA
(TV/RADIO PLAYER) API
TECHNOLOGY
PLATFORMS
•  Focus area Epics inc. Customer Analysis
•  Architecture and technical platform
•  Budget allocations and actuals
FOCUS AREAS AND TEAMS

PRINCIPLES OF INTERNET DEVELOPMENT
•  Distributed operations in
web and mobile services
enabling nimble steering by
company strategy
•  Way of working is agile,
transparent and customer-
driven
•  Flexible and efﬁcient
common technology
platforms

Agile development offered
support for
•  deﬁning and taking into use
the new principles and model
•  key roles
•  epics
•  customer analysis
•  architecture- and technology
development
•  budget allocation
•  follow-up of funding for
technology area
across organizations.
THE ACTUAL PORTFOLIO KANBAN WALL

ROOM FOR USE
OF KANBAN
(the wall)
DIGITAL TOOLS
(Jira and dashboards)

INTERNET-ROADMAP 12 MONTHS
NEXT
3 months
VISION

AGILE AND LEAN INVESTMENT PROCESS
–TECHNOLOGY FUND ALLOCATION

REAL TIME DASHBOARDS ONLINE
#roadmap
#portfolio kanban
#needs for technology fund

THE IMPACT OF AGILE PORTFOLIO
development
feedback
feedback
decision making
decision making
development

#visionary leadership
#agile mindset
#lean-agile thinking
•  Creating and enabling environment for
continuous development
•  Customer-driven; taking customer viewpoint to
evaluate the success
•  Agile way of working creates strong personnel
commitment
•  Value-based management
•  Balancing: real-time information on impact of
development activities, when transparency exists

Based on the experience that Lean-Agile Management
and Portfolio leads to
1.  A “Lean” portfolio – more standard solutions, less “half-
baked” solutions with the help of joined backlog
2.  Alignment
3.  Focus on the work, not on approvals
4.  Better control on spends
5.  Options thinking: systematically nurture successes
6.  Creates tight learning loop
7.  Moves the focus to internal coordination, co-operation and
competing against the external offering

EXPERIENCES
1.  Autonomy
2.  Humble & frank
3.  The principles of agile and lean
4.  Responding to change, values
5.  Competences
6.  Fail – learning by doing
7.  Common language?
8.  Leaders support and commitment to
change
9.  Transparency is not easy
10.  Management has a feeling of a controlled
change

CUSTOMER DRIVEN
DEVELOPMENT Technology,
Architecture
Customer
feedback,
Measure-
ment
Lean UX,
Minimun Lovable
Product, Design
Thinking
Lean-
Agile,
Lean
Start-Up

SCALING AGILE DEVELOPMENT
•  Broadcast programme and media planning
•  Strategic breakthrough initiatives
•  …
•  …
•  …
•  …

“Most companies think they don´t have the right people to
innovate. The problem is the structure and systems around them.
Entrepreneurs are already there. See them as corporate function.”
– Eric Ries #SXSW (Austin, Texas)16.3.2015
@JariLah

THANK YOU!
@mirettekangas
linkedin.com/in/mirettekangas
mirette.kangas@yle.ﬁ
@maaritlaanti
linkedin.com/in/maaritlaanti
maarit.laanti@nitordelta.com

Lean-agile management at Finnish Broadcasting Company Yle

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