Toyota

I worked closely with a delivery team within Toyota, dedicated to supporting crucial areas of their main website, such as the home page, as well as the vehicle details and pricing section.

The team was working in a Scrum manner, but were consistently missing sprint targets and delivering work late.

The team scrummaster and I ran a team reset, including not just the members of the team, but all stakeholders, internal customers, and external vendors.

During this session, I ran a session to review and refresh the team definition of ready and done, taking input from all attendees. This session allowed everyone involved to understand the issues with how the team was working, both internally within a sprint and also in engaging all parties external to the team.

During the session I pitched to the wider group the possibility of switching to a Kanban delivery model, to help alleviate some of the issues we'd raised.

Following the reset the team decided to adopt a Scrumban approach - delivering work in a consistent flow, rather than with a scrum rhythm, but meeting every 3 weeks to review the work completed and look for ways to improve.

Our implementation was so successful that the rest of the Toyota digital teams chose to follow our lead and adopt similar ways of working.