iit academy - masterclass - enterprise agile

Enterprise AgileMasterclass @ Industrie IT Academy

hello!

Beginner Practiced MasterExpert

just starting the journey

a few years, know the concepts

significant experience,

delivered results

let’s learn from each

other

about you

about me• Launched six startups in past 2 years - fashion, recruitment, education, creative tech,

publishing, volunteering

• First Scrum Master at the biggest bank in Australia, beach head agile coach at international bank, responsible for orchestrating one of Australia’s top 10 brands toward agility

• Transformed across industries gaming companies, home loan providers, financial institutions, international tech, government, health organisations - 240% productivity in 6 weeks

• Facilitates Sydney Scrum - biggest and one of the first Agile MeetupsPioneered multi-language offshore scaled agileOrchestrate Industrie IT’s Academy: Agile two-time IMA award winner

CBA innovation award

2011

government health - data APIs banking - mobile payments mortgage finance provider - rescue, stabilise, transform

case studies1

2

3

Let’s design our masterclass

~10 mins per section

• What is agility? • Enterprise characteristics of agility • Enterprises with agility • Next steps on agility journey

~ 10 mins per section

• government and health - large data set, critical service, company growth anti-patterns, no co-ord.

• mobile payments - huge enterprise new to agile, fast-follow strategy, “risk averse”

• mortgage financing - web-based, distributed offshore with complex vendors; both rescue and remediate

YOUR TOPICS

AGILITY CASE STUDIES

agility?what is

The Agile Manifesto

RESPONDING TO CHANGE over following a plan

INDIVIDUALS & INTERACTIONS over processes and tools

USEFUL PRODUCTover comprehensive documentation

CUSTOMER COLLABORATION over contract negotiation

What is Agile?

Why

IS CONSTANT & ACCELERATING

ABILITY TO RESPOND

CHANGE

COMPETITIVEADVANTAGE=

What is Agile?

The Paradigm Shift

from INVESTORS to SCIENTISTS

What is Agile?

Concepts

BACKLOGS & ROADMAPSWhat business needs most

MINIMUM VIABLE PRODUCTShorten learning cycle

RETROSPECTIVESContinous Improvement

XP

Practices

SCRUM KANBAN

SCALING

+ BDD, TDD, RAD, & MANY MORE...

LEAN & 6S

6σ

What is Agile?

Target State

WHY?People culture for growth

WHAT? Empirical approachHypothesise, model & test

HOW? Incremental & IterativeProducts, People & Processes

What is Agile?

agility?do we have

Maximize ROIMARKET BETS TO CONSTANT INNOVATION

Invest In PerformanceFTE TEAMS TO FEATURE TEAMS

Voice Of CustomerONE PHASE REQ’M TO CUSTOMER DELIGHT

Are we Agile?

Are we Agile?

Voice Of CustomerONE PHASE REQ’M TO CUSTOMER DELIGHT

Product Ownership

Prioritisation

Concept & Inception

Roadmapping

Sponsorship

Benefits

Measurement

Visibility Structures

Invest In PerformanceFTE TEAMS TO FEATURE TEAMS

Systems Thinking

Engineering Excellence

Information Sharing

High Performance Teams

Alignment Structures

Domain Driven Design

Empowerment Over Process

Reduce Interdependencies

Are we Agile?

Maximize ROIMARKET BETS TO CONSTANT INNOVATION

Finance Structures

People & Hiring Structure

Contractual Structure

Support & Learning Structure

Feedback Structure

Are we Agile?

agility?who else has

“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

on the journeynext steps

Autonomy Mastery Purpose

Toward agillity

DRiVE

• Harlow, H.F. (1949) The formation of learning sets, Psychological Review 56: 51-65. • R. M. Ryan & E.L. Deci (2000), Self-Determination Theory and the Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions, Contemporary

Educational Psychology 25, 54–67 (2000). • Pritchard, R., Campbell, K., & Campbell, D. (1977). Effects of extrinsic financial rewards on intrinsic motivation. Journal of Applied Psychology, 62, 9–15.

SENIOR MANAGEMENT

vision + context over command

& control

enable alignmentvia co-ordination +servant leadership

OPERATIONALMANAGEMENT

rigourously improve beyond highperformance

SELF-MANAGED TEAMS

Toward agillity

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 !

20 !

30 !

40 !

50 !

60 !

70 !

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

your topics

next:scaling agile future businesses

thank you!

feature teamsappendix

TEAM PERFORMANCE

TEA

M T

O P

ERFO

RM

1 2 3 4 5 6 7 8 9 10 11 12 13 TIME

FORM STORM NORM PERFORM• NOT ALL TEAMS ARE EQUAL

• TEAMS REQUIRE TIME TO PERFORM

• TEAMS SHOULD PERIODICALLY INSPECT PERFORMANCE AND FIND WAYS TO IMPROVE

• EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM

TRADITIONAL RESOURCE MANAGEMENT

TEA

M T

O P

ERFO

RM

PROJECT 1 PROJECT 2 PROJECT 3

• HAVE DIFFERENT PEOPLE

• RE-LEARN TEAM NORMS

• STARTS WITH ZERO PERFORMANCEBEHAVIOUR

• PERFORMS BASED ON SCOPE CADENCE RATHER AND PERFORMANCE CADENCE, CREATING A “HOCKEY STICK CRUNCH”

CONSTANTLY REFORMING

TEAMS

PROJECT 3

TEAMS ARE NOT ‘RESOURCES’. DESIGN FOR TEAMS, NOT FOR SCOPE

CONSTANTLY RE-REFORMING TEAMS: PORTFOLIO VIEW

WAT

ERFA

LL P

OR

TFO

LIO

PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4

• NOT ALL TEAMS ARE EQUAL

• TEAMS REQUIRE TIME TO PERFORM

• EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM

UNPREDICTABLE PRODUCTIVITY

ACROSSPORTFOLIO

WHY PRESERVE PERFORMANCE?

TEA

M P

ERFO

RM

AN

CE

SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5

HIGH PERFORMANCE

TEAM

MEDIUM PERFORMANCE

TEAM

POOR TEAM

~240% greater

KEEPING TEAMS TOGETHER

TEA

M P

ERFO

RM

AN

CE

SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5

TEAM

FIXED TEAMS, INDIVIDUAL ROTATIONS

TEAM A

TEAM B

TEAM C

TEAM D

JUL

JANFEB

OCT

Rotate individuals occasionally forpersonal and professional growth

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