Agile 2013 - Evolving to Agile
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Presentation by Ardita Karaj and Jason Little from Agile 2013. A story about the transformation of a public sector organization.
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Agile 2013 - Evolving to Agile
- 1. Evolving to Agile Ardita Karaj @ardita_k Jason Little @jasonlittle transforming a public sector organization
- 2. @ardita_k @jasonlittle Our Story April 2012 July 2013
- 3. @ardita_k @jasonlittle The Organization Born in 1914 4,300 people organization wide 280 in IT 12 Change Agents (6 internal, 6 consultants)
- 4. @ardita_k @jasonlittle The Only Game in Town http://www.autoextract.co.uk/p/legislation_HSG258_COSHH_LEV.php Legislated by government Funded by insurance premiums Union and non-union employees
- 5. @ardita_k @jasonlittle To Be “the best” Business Desire IT Capability
- 7. The Setup @ardita_k @jasonlittle CIOCIO QMOQMO Planning &Planning & ArchitectureArchitecture EAEA CMCM PPPP ApplicationApplication DevelopmentDevelopment DevDev QAQA Business and PMBusiness and PM StuffStuff PM/BAPM/BA that’s us! BusinessBusiness IT PMOPMO
- 8. The Plan @ardita_k @jasonlittle TrainingTraining Evolve ProcessEvolve Process Embedded CoachesEmbedded Coaches Tools/BDDTools/BDD Q1 Q4 yay! we’re agile!
- 9. @ardita_k @jasonlittle Lean Change: Applying Lean Startup to Transformation www.leanchange.org Executing the Plan
- 10. @ardita_k @jasonlittle “The Kanban Process”
- 11. @ardita_k @jasonlittle Visibility 1.0 Enterprise Portfolio Board Functional BoardsIssue/Risk/Block Board
- 13. June 2012 July 2013 Growing Up
- 14. Gimme everything you got!Gimme everything you got! We’ll try that, but not that!We’ll try that, but not that! pfff, Agile? Leave me alone!!pfff, Agile? Leave me alone!! @ardita_k @jasonlittle 3 Projects, 3 approaches
- 15. @ardita_k @jasonlittle pfff, Agile? Leave me alone! Accepted coaching support First co-located team Dedicated team Involved client Visualized work, did stand-ups Accepted all training (Behaviour Driven Development, Agile delivery etc)
- 16. @ardita_k @jasonlittle pfff, Agile? Leave me alone! Big plan “Do as I say” management style No progress metrics No process to identify improvements Lots of overtime
- 17. @ardita_k @jasonlittle pfff, Agile? Leave me alone! 6 months late littered with escaped bugs
- 18. @ardita_k @jasonlittle We’ll try that, but not that! Accepted coaching support First co-located team Dedicated team Involved client Visualized work, did stand-ups Accepted all training (Behaviour Driven Development, Agile delivery etc) Project: high profile, history of late delivery with little warning, frequently needed more budget, many “fun” meetings!
- 19. @ardita_k @jasonlittle We’ll try that, but not that! “Helped me understand how much work needed to get done....provided a mechanism to find out problems earlier” - executive director of HR
- 20. @ardita_k @jasonlittle We’ll try that, but not that! Cost Scope Time Didn’t deliver sooner but set better expectations, team won quarterly perseverance award.
- 21. @ardita_k @jasonlittle Gimme Everything You Got! Accepted dedicated coaching support Team room Dedicated team (mostly!) Involved client Visualized work, did stand-ups, retrospectives Accepted all training (BDD, Agile delivery etc)
- 22. @ardita_k @jasonlittle •They used metrics and Retrospectives •8 escaped defected on their first release. •The whole project released 58 features on 8+ months Gimme Everything You Got!
- 23. @ardita_k @jasonlittle Gimme Everything You Got! Their Business client: From: “I don’t want to see you until you are done with my requirements” to “I understand what you are doing and I trust you”.
- 24. @ardita_k @jasonlittle Tools and Practices
- 25. @ardita_k @jasonlittle Visibility 3.0 - Enterprise portfolio board - Issue/risk/blockers - Release schedule - Change team initiatives - Project dependency board - Working space/adhoc stuff
- 27. Oct 2012 July 2013 Becoming Mature @ardita_k @jasonlittle
- 28. @ardita_k @jasonlittle Socializing Agile and Lean Stuff weStuff we diddid gamification Lean Coffee Executive Lean Coffee Study Groups Communities of Practice Geek Talk Quality CoP Evening Meet-ups External training ConferencesYammer Quarterly Budgeting Management 3.0 Innovation Games Get Kanban Re-Designed Workspaces Hack the Culture! Kanbanized HR Lego TDD
- 29. @ardita_k @jasonlittle Socializing Agile and Lean Stuff weStuff we diddid gamification Lean Coffee Executive Lean Coffee Study Groups Communities of Practice Geek Talk Quality CoP Evening Meet-ups External training ConferencesYammer Quarterly Budgeting Management 3.0 Innovation Games Get Kanban Re-Designed Workspaces Hack the Culture! Kanbanized HR Lego TDD
- 30. @ardita_k @jasonlittle Hacking the Culture May June July Aug Sept Oct Nov Dec
- 31. @ardita_k @jasonlittle Hacking the Culture May June July Aug Sept Oct Nov Dec
- 32. @ardita_k @jasonlittle Helping non-IT Manage Work May June July Aug Sept Oct Nov Dec
- 33. @ardita_k @jasonlittle Kanban in HR, L&P and CM May June July Aug Sept Oct Nov Dec
- 34. @ardita_k @jasonlittle Innovation Games May June July Aug Sept Oct Nov Dec
- 35. @ardita_k @jasonlittle Execs Playing Get Kanban May June July Aug Sept Oct Nov Dec
- 36. @ardita_k @jasonlittle Management 3.0 sep May June July Aug Sept Oct Nov Dec
- 37. @ardita_k @jasonlittle TDD with Lego May June July Aug Sept Oct Nov Dec
- 38. @ardita_k @jasonlittle Help from the Community Study groups and training from some awesome people!
- 39. July 2013 @ardita_k @jasonlittle Where are they now?
- 40. @ardita_k @jasonlittle What Did We Learn? Transformational Change cannot be scheduled and budgeted for Coaching stance is important Too many simultaneous big changes is bad Sometimes HR can’t fix people problems Kanban isn’t necessarily less disruptive Agile thinking must come with technical capability
- 41. @ardita_k @jasonlittle Thank You! Handouts and other goodies: FromStoneAgeToAgile.com Get Lean Change Management at the Agile 2013 Bookstore www.leanchange.org
Notes de l'éditeur
- - describe what we’ll talk about and how we’ll talk about it - had to leave stuff out, but there’s a website you can go to - I’ll set the stage, Ardi will dive deeper into projects and I’ll close with spreading outside of IT.
- - lots of inertia, seen agile come and go already - layoffs, kanban and business transformation at the same time
- - similar to dept of labour in the US - perceived as a government org but not really a gov org
- - joke was that IT couldn’t deliver anything for less than half-a-million and it was crap anyway
- - john’s idea to implement kanban, agile etc and do the same thing they did at the previous org by outsourcing the ‘transformation program’.
- - mention the broad skill, communication + professional coaching, scrum masters, agile coaches, six sigma
- - how we invented our own change method - refer people to Alexis’ session
- - first revision, failed measuring throughput 3 times - evolved into a simpler version
- - kanban walks - connecting functional boards together - primarily ran risks, issues, blockers at the standup
- Transition: by now we started seeing some results from projects, started getting some lagging metrics that were showing progress and Ardi will talk about that...
- handoff to the socialization
- - decided to only visualize work, co-locate team and involve stakeholder in stand-ups - cots project (explain ‘commerical off the shelf’ just in case!) - didn’t make sense to reverse engineer the whole product
- CFD provided early warning that the project didn’t take advantage of. Rod asked if they needed more time, the PM’s said no but they ended up being late anyway. - coach got in trouble for ‘raising the flag’ even tho we were supposed to
- removed a huge chunk of scope, didn’t meet any delivery date, went over-budget but team won perseverance award.
- - mention the major artifacts posted here
- while these projects were going on, we started branching outside of IT to remove obstacles teams were having. Jason will talk about some of those things.
- - show the initiatives that died, which ones we’ll talk about and which ones we won’t
- - show the initiatives that died, which ones we’ll talk about and which ones we won’t
- - another re-org, more outsourcing, half the coaching team left,