Upload
steven-hk-ma-
View
147
Download
0
Embed Size (px)
Citation preview
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
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
PRESENTATIONIIT AGILE PRACTICE
• 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!
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”
PRESENTATIONIIT AGILE PRACTICE
PRESENTATIONIIT AGILE PRACTICE
Transformation Target
• Speed to market• Lower product risk • (later) Save money; create sustainable delivery
actions taken
PRESENTATIONIIT AGILE PRACTICE
Done is better than perfect
the result
PRESENTATIONIIT AGILE PRACTICE
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
PRESENTATIONIIT AGILE PRACTICE
PRESENTATIONIIT AGILE PRACTICE
Transformation Target
• High-performing, self-organised scaled squads • Teams that continually keep and deliver on promises • Maximal return-on-investment
Actions
PRESENTATIONIIT AGILE PRACTICE
• “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
Transformation Target
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