agility @ industrie it

Agility@ Industrie IT

agility?why

Why

IS CONSTANT & ACCELERATING

ABILITY TO RESPOND

CHANGE

COMPETITIVEADVANTAGE=

agility applied?

where is

where is agility applied?

• delivery teams • non-IT delivery teams • maintenance teams • management teams • communities of practice • entire organisations

• team practices • engineering • product development • marketing • finance • operations

“Agile isn't just about software development these days. Agile can certainly be about people, managerial,

organizational, and executive development.” 8

Victoria King, M.D. &

Eric King, Davisbase Consulting

“In today's world, every company is at risk of having a ‘Kodak Moment’ watching its industry and the

competitive advantages it has developed over years, even decades, vanish overnight.Everyone needs agility.” 3

David Butler, Vice President of

Innovation & Entrepreneurship

“60% of program spend is now on Agile projects.” 7

Craig Fischer, CIO

“The team that had literally dozens of internal customers…organized a customer council… [that

identified scope] for good of all, in order of value to Amazon overall.” 9

Alan Atlas, Amazon’s first Agile Coach

“Australia of the future has to be a nation that is agile, innovative, creative.” 10

Malcolm Turnbull, Prime Minister of Australia

“I say [adopting agile] that not as a value statement, but as a strategic necessity.” 11

Patrick Eltridge, ex-CIO

now CIO, Royal Bank of Scotland

“In the financial services industry, risk is critical,” “That was an amazing turnaround for a quite conservative part of the industry, and they could make a difference

earlier in the process than ever before.” 12

Pete Steel, ex-CIO Retail and Business Banking

now Executive General Manager, Digital

“Turning to agile to cope with the madness of our high-speed digital-obsessed 21st century makes all the

sense in the world.” 13

Nigel Dalton, CIO

“Results: doubling its productivity every year.. 30 percent more new functionality to business units at lower cost every quarter. Agile could also translate beyond the IT organisation. The CEO asked us to

go Agilise the entire company500 people from line-of-business units have already receive Agile training. We stepped completely out to

act as coaches and mentors, and within two weeks we had moved 50 per cent of our total delivery capacity onto this program under the auspices of four people

that had never led anyone before. It’s been a phenomenal exercise, and a phenomenal success.” 14

Jeff Smith, ex CEO of Suncorp Business Services

now CIO, International Business Machines (IBM)

Who has agility?

“21st century services require a 21st century approach to delivery - one that focuses foremost on speed to delivery and

ability to scale while focussing on user needs, rather than the traditional approach of repeatable process, risk

minimisation and cost efficiency. Agile approaches have enabled Healthdirect to achieve its current market position and are increasingly critical to ensure alignment with the

new approaches to government services referenced by Prime Minister Turnbull and the Digital Transformation Office.”

Bruce Haefele, Chief Architect

FAMILY PRACTICE GP

“Measure not hours, but great works accomplished by our people.” 4 6

Patty McCord, Chief Talent Officer

we provideservices

deep agile knowledge change management experience

high empathy interactions

trusted advice• co-creates roadmaps for change in

partnership with executive and C-level in designing organisational structures that respect heritage and allow for growth and scale

• provides trusted advice throughout transition • guides portfolio and product teams to success

agile coaching

• coaches large and/or complex components of the organisation into high performance

• facilitates communities of practice • builds internal agile capability

scrum mastering

• serves teams and Product Owners in understanding and growing toward greater agility

• coaches teams to apply continuous improvement

formal training

Deep dive into skill sets such as: • Scrum • Lean • Product Ownership • Organisational Design • Agility leadership for executives

case studies

Big Data + API

government& health

Challenges• huge cost and schedule over-runs • continous scope creep • no project end in sight • people quitting due to low morale • no clear list of priorities • massive context switching • “no time to make time, no time to plan”

PRESENTATIONIIT AGILE PRACTICE


Transformation Target

• Anything that’s better than current• trust • higher productivity • a completed project • (later) Save money; create sustainable delivery

actions taken


• how much work left? • product road map? • how much work in flight? • how much context switching? • how much clarity of purpose?

Create Clarity of Purpose

0!

10 !

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1! 2! 2! 3! 4! 5! 6! 7! 8! 9! 10! 11! 12! 13! 14! 15! 16! 17! 18!

Velo

city!

Week!

Team B!

Team A!

Existing Average!

New Average!

0!

10 !

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30 !

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50 !

60 !

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80 !

1! 2! 2! 3! 4! 5! 6! 7! 8! 9! 10! 11! 12! 13! 14! 15! 16! 17! 18!

Velo

city!

Week!

Team B!

Team A!

Existing Average!

New Average!

+340%

mobile platform

banking

Challenges• 2003 Forrester Research - ‘New

Payment Systems’ Survival Guide • new product, new market, new platform • will be beaten to market by competitor -

need to produce a fast follow • normal project - few $M and 6-18mths • strong push for a product differentiator

“the bump”




• Speed to market• Lower product risk • (later) Save money; create sustainable delivery

actions taken


Done is better than perfect

the result


First 18 months: • 800,000 people have downloaded of 4.3 million

active users • Total of $6.7 billion in transfers and payments • $8,375 per user • twice a day logins

Strategically• created new market, with the biggest slice of pie • continuous innovation and agility

rescue teams

mortgage financing

Challenges• Multi-language, offshore teams • Many vendors • Project and cost overruns • < 60% of feature parity with intended

sunset system; promised to market • Endemic crunch time • Mis-communication, low morale • Us vs. them mentality




• High-performing, self-organised scaled squads • Teams that continually keep and deliver on promises • Maximal return-on-investment

Actions


• “Keep our promises” • Agile Coach, training Product Owners, Scrum

Masters, Teams and organisation overall • Incrementally increasing definition of done • Wide scope of change - product ownership,

interactions with vendors, product ownership, road mapping, squad composition

Invest in people

8 SPRINTS

65 points targeted15 delivered

36 SPRINTS

47 points targeted 47 delivered

stabilisation teams

mortgage financing

Challenges• 110+ major bugs on product system • No focus on fixing problems - new

functionality added to unstable target • No focus on technical excellence or

devops

• Stabilise the squad - create operational cadence • Stabilise the system • Meet and exceed expectations


1. Coaching on three wastes - muri, muda, mura 2. Daily Inspection of visual board designed as pull system 3. Daily impediment removal 4. Create conditions for flow

• Autonomation • People Development • Continuous improvement • Adherence to technical excellence

5. Reduce work-in-progress (WIP) 6. Role modelled Genchi Genbutsu (Shop Floor Attitude)

Actions

Proof @ Aussie

Started the kanban squad

Proof @ Aussie

agility @ industrie it

Technology