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APPLYING AGILE TO THE ENTERPRISE DATA WAREHOUSE

WHAT IS AGILE?

DECLARATION OF INTERDEPENDENCE

“We increase return on investment by making continuous flow of value our focus. We deliver reliable results by engaging customers in frequent interactions and shared ownership. We expect uncertainty and manage for it through iterations, anticipation, and adaptation. We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. We boost performance through group accountability for results and shared responsibility for team effectiveness. We improve effectiveness and reliability through situationally specific strategies, processes and practices.” Written 2005: David Anderson, Sanjiv Augustine, Christopher Avery, Alistair Cockburn, Mike Cohn, Doug DeCarlo, Donna Fitzgerald, Jim Highsmith, Ole Jepsen, Lowell Lindstrom, Todd Little, Kent McDonald, Pollyanna Pixton, Preston Smith and Robert Wysocki

CONSIDERATIONS FOR THE CFO WANTING TO IMPLEMENT AGILE

CULTURE IS THE FOUNDATION

USE A FRAMEWORK IF YOU NEED TO SCALE

IMPLEMENT INVESTMENT THEMES & FUND THE AGILE RELEASE TRAINS

The critical best practice is to subdivide portfolio resource allocation into three separate competitions, one for each horizon, each having its own dedicated pool of resources, not to be shared with any of the others. – Geoffrey Moore. Escape Velocity

http://scaledagileframework.com/

USE ECONOMIC PRIORITIZATION WITH WEIGHTED SHORTEST JOB FIRST (WSJF)

If you only quantify one thing, quantify the cost of delay. – Don Reinertsen

http://scaledagileframework.com/

INVEST IN ENABLERS – THE SYSTEM TEAM

OUR RESULTS

• Average delivery cycle time down from 12 month to 3 months

• Frequency of delivery increased from quarterly to fortnightly

• Cost to deliver down 50%

• 100% projects delivered on time and on budget

• Happy project sponsors (NPS 29)

• Happy teams (Team NPS 43 )