Large Scale Agile Transformation in Government: Field report
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Give you hints, tips and tricks based on our experience on a large Scale Agile transformation Discuss pitfalls and lessons learned Try to give you a “push” to move forward
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Large Scale Agile Transformation in Government: Field report
- 1. Large Scale Agile Transformation in Government: Field report
- 2. RICHARD MARTINAgile Transformation Coach Performance management advisor MBA Strategic innovation Agile-Lean COO PMO Coach, ICF Product director PSM Industrial engineer SAFe Transformations • Bell • Bell helicopter • Labrie • Telops • Revenu Québec JEAN-RENÉ ROUSSEAU Director Facilité’s Agile Center of Excellence Agile strategic advisor 20 years in software development 15 years in Agile 10 years in Agile coaching Used to be a developer ! DAD PSM Transformations • Desjardins • Promutuel • Revenu Québec • La Capitale • RAMQ Change Management
- 3. About Facilité • 25 years old, 500 employees • Based in Montreal, Québec City and Ottawa • We started exploring Agile in 2008 • We created our AgileCenter of Excellence in 2014 – 30+ senior coaches – We offer strategic consulting, agile coaching and training – We consider ourselves pragmatic, results oriented and humble • We also use Agile within our development centers
- 4. How hard is it to transform a large organisation ?
- 5. We Know the Challenges…
- 6. Conference’s Objectives • Give you hints, tips and tricks based on our experience • Discuss pitfalls and lessons learned • Try to give you a “push” to move forward
- 7. 2014 - LAUNCH About Revenu Québec’s Transformation Program • 5 years transformation program • 150 Agile teams (85% projects) • 1500 people trained • 10 000 days of coaching effort • 20 coaches at our peak 2015 - UNLOCK 2016 - ACCELERATE 2017 - OPTIMIZE 2018 - POWER UP
- 8. ISIT Vice-Presidence 1300 Project1 Project2 Project3 Maintenance Evolution 300 300 150 100 Methods & support Infrastructures & information services DB & BI 300 50 EA - Capex investments - PMO - Governance & Strategy 30 70 Business Unit (client) Business Unit (client) Business Unit (client) Business Unit (client) Business Unit Integration bureau • IT Projects • CI Projects • Workmanships • Training • Change mngt • Performance management Service delivery Service deliveryService delivery Service delivery 4 500 100M$ Corporate Government12 000 7 Revenu Quebec transformation journeyThe beginningThe next waveThe vertical integration 20 10 team level + 7org + 3 tech Acceleration & Teamwork
- 9. ISIT Vice-Presidence 1300 Project1 Project2 Project3 Maintenance Evolution 300 300 150 100 Methods & support Infrastructures & information services DB & BI 300 50 EA - Capex investments - PMO - Governance & Strategy 30 70 Business Unit (client) Business Unit (client) Business Unit (client) Business Unit (client) Business Unit Integration bureau • IT Projects • CI Projects • Workmanships • Training • Change mngt • Performance management Service delivery Service deliveryService delivery Service delivery 4 500 Corporate Government12 000 Coming – SAFe programs Program 1 Program 2 Program 3 DEVOPS
- 11. Make Sure to Have a Business Case
- 12. Why are you interested by Agile ? What should it really bring ? What may it change … ? or break ? • Deliver together with higher focus & energy • Create dynamic teamwork and happy employees • Empower people towards the real value • Collaborate and innovate to be the best • Delight your clients Improve your execution performance
- 13. Managing new priorities Projects visibility Productivity Time to market Team morale 88% 83% 83% 81% 81% • Deliver together with higher focus & energy • Empower people towards the real value • Collaborate and innovate to be the best • Delight our clients Improve our Execution Performance What is your business case for Agility ? What is in YOUR Business Case:
- 14. Which Agility Are We Talking About Exactly ? • Global business responsiveness (Deming) • Governance based on value optimization (new KPI) • Cross-domain execution frameworks Project/program/product mngt, budgets, planning, contracts, HR • New role of the manager • Scrum & KanbanTeams Org Management Team First ! Install real Agile teams Support self- organization and velocity Cross-team synchronization Bring the strategic epics to the teams Change your dashboards Get the results (being agile) Change your mngt culture Integrate clients (at all levels) Manage teams’ DNA (CoP & radars)
- 15. Key Lessons • Make sure you knowWHY you are doing it • Make sure everyone is aligned towards the same vision – Including the “level” of agility you are targeting to reach 15
- 16. Structure your Program to be able to Cope with Complexity
- 17. Why You Need a « Scrum like » Structure: • To create a cadence and synchronization points • To create alignment between tactical actions and executive vision • To adjust priorities according to what we learn and problems we face. • To make sure we have an ongoing strategic conversation about the transformation and its challenges
- 18. Typical Transformation Program Structure Transformation Office Transformation Owner Transformation Backlog Transformation « Sprints » (2-3 months) Adaptation Transparency Inspection Vision and Roadmap Initiatives Agile Change Objectives Roadblocks Initiatives Agile Agile Initiatives Transformation Team Agile Center of Excellence Support Innovation Initial Assessment Referential Agile Strategic advisor
- 19. Agile Support Group Steering committee Transformation Owner Agile Strategic advisor Procurement Transformation Office Revenu Québec’s Transformation Organigram Enterprise Architecture Infrastructure HR PMO DATA METHO AND DEV SUPPORT Initiatives AgileInitiatives AgileAgile Initiatives « DOMAIN » Domain org. coach
- 20. Key Lessons • Be careful where you place your coaches in the org chart • Empower each “domain” to transform themselves – …but make sure they stay aligned on the same “Agile” vision • Cadence and synch points are a must to stay aligned – …but don’t worry if you are not perfectly aligned! • Kaizen type of workshop will help you work together as a transformation team 20
- 21. Select carefully where to start
- 22. Big Bang Vertical Horizontal Little Bang Transformation Strategies • One program • All levels integration • Many programs • All teams • No vertical integration • All • All • All • Project by project • Several teams • Step by step • Cut & pastable changes • Narrow complex changes • End to end velocity • Corpo resistance because of the hybrid mode • Instant next gen at working level • High impact • More resistance • Water scrum fall • Fast shake • Broader hype • Global change mngt • Slow rebuild • … forget vertical integration • Less convincing gains • Easy 100 times = overall long run • Late vertical integration • Easy Cannot be an epicentric strategy Becoming an epicentric execution shift, but it demands high intensity Perceived as a new way of coding Can demonstrate end to end business gains with new execution standards Pros Cons
- 23. Key Lessons • Look for agile enthusiast and favorable context • Be careful of huge and highly complex project to start with • Consider going bi-modal (vertical bang!) • What are the low hanging fruits? 23
- 24. Communicate your plan (But the Plan is to Replan)
- 25. About Transformation Roadmaps • Helps communicate where you are and were you are going • Needs to be at the proper level of details • Needs to be adjusted periodically • Can it stand on a one pager?
- 26. Revenu Quebec’s Transformation Roadmap Milestones Themes Epics Outcomes KPIs
- 27. Comité suivi Affaires 2016 Fondation 2017 Adoption 2018 Expansion 2019 Optimisation Thèmes Stratégies clés Q0 Sept 16 – Déc 16 Q1 Jan 17 – Mars 17 Q2 Avril 17 – Juin 17 Q3 Juillet 17 – Sept 17 Q4 Oct 17 – Déc 17 Q1-Q2 Jan 18 – Juin 18 Q3-Q4 Juillet 18 – Déc 18 Q1 à Q4 Structure et gouvernance de la mission Organisation itérative et incrémentale Assurer une conversation stratégique en continue Projets porteurs Définir un cadre de gestion de projet Agile Réaliser des projets Agile Livraison continue et Service Converger vers des équipes de livraison stables Augmenter le rythme des livraisons Optimiser la chaîne de valeur de bout en bout Formation et gestion du changement Former adéquatement les premières initiatives Développer de véritable leaders Agile Créer des communautés de pratique vivante Métriques Maturité Gartner 2- Répétable 3 - Défini 4 – Continue Taux de pénétration Projet: 10% (2/20) Continue:20% (1/5) Projet: 20% (4/20) Continue: 40% (2/5) Projet: 40% (8/20) Continue: 80% (4/5) Projet: 60%(12/20) Continue: 100% Projet: 100% Continue: 100% Structurer la mission Établir Indicateurs de performance Mesure d’avancement Mesure d’avancement Mesure d’avancement Rôles en gestion de projet (CP,SM) Réalisation de 3 à 5 projets (accompagnement soutenu) Rôles contenu (AO, PO) V1 cadre de gouvernance V2 cadre de gouvernance V3 cadre de gouvernance Première équipe de service en mode Kanban Réviser structure des équipes de livraison Analyse d’impact du mode Kanban pour FastTrack 2 à 3 équipes de livraison continue en mode Kanban Mise en place Centre d’excellence Agile Stratégies Automatisation et Devops Passage des autres équipes services en mode Kanban Métriques de reddition Agile Savoir-Être Agile au PGP (Objectifs) Autonomie du cursus de formation Bonifier Outils de gestion (JIRA) Sensibilisation Agile pour tous Formation « Juste à temps » pour les équipes qui démarrent Mise en place CoP gestion de projet Mise en place CoP métiers Co-développement pour leaders Agile Alignement investissements et équipes de livraison Ajuster stratégies de formation et mise en œuvre Formations spécifiques métiers Agile Ajustements suite aux apprentissages et à la rétroaction reçu des équipes • 100 % des projets à composant TI en Agile • Des livraisons régulières, rapide, pertinentes • Des équipes stables et productives • Un leadership Agile et mobilisant 2020: LA RÉFÉRENCE EN AGILITÉ Planification initiale Planif Q2 Planif Q3 Planif Q4 Planif Q1 Planif Q2 Planif Q3 Planif Q4 Planif Q1- Q2 Planif Q3- Q4 Réalisation de 3 à 5 projets (accompagnement minimal) Réalisation de 2 à 3 projets (accompagnement soutenu) Réalisation de 2 à 3 projets (accompagnement minimal) Réalisation de projets en mode autonome Stratégies de formation Gestion de portefeuille Agile Le collaborateur efficace Processus de démarrage Ajuster compétences du PGP Management 3.0 Stratégie documentaire Bilan an 1 Milestones Themes Epics Outcomes KPIs
- 28. To change behaviors, You need to change KPIs
- 29. Traditional: Perform = respect the plan Zero Variance • Gantt is king • Pressure is key (wbs) • Capacity management is the magic • Perfect plan is the basis • Variances are devils • Rebaselining is the pain • Out of the triangle is fear • Padding & rigidity are individual success factors Agile: Perform = maximize the value Zero Latency • Value breakdown is king • PDCA Cadency is key • Synchronisation and collaboration are the magic • Real facts and learnings are the basis • Bottlenecks & impediments are devils • Discipline to clarify the stories is the pain • Value delivery is the true north • Focus and fast decisions are collective success factors Quality& efficiency Human engagement Different Cultures of Performance Management Velocity& relevance
- 30. LE NOUVEAU TABLEAU DE BORD – IPV 0,5 Risks & ANDONS Quality Customer satisfaction Sécurité - E Données - F Infras - G Training Workmanships Communications Value Points Delivered < > Cumulative expenses (1600 pts) 16% <> 32% after 4 sprints / 12 Product Epic - A Product Epic - B Product Epic - C Product Epic - D Security - E DB & BI - F Infras - G Agile Dashboard Example
- 31. Clarify Teams’ DNA Team Dynamics Being Agile Agile Practices Doing Agile Organizational Support Outcomes Value, Quality, Flow
- 33. Revenu Québec’s Offices New meeting rooms Kanban boards all over the place Massive investment in open space offices
- 35. Don’t Fall into the Standardization Trap
- 36. What’s in That Trap ? • Soon as you standardizedAgile, you become less Agile – No more auto-organization (following a process over individuals and interactions) – Less innovation and creativity (what makes sense in my context) – Agile Coaches become police officers
- 37. Balancing Corporate Standards and Self-Organized Teams • Look for DAD “Choice is good” approach – Milestones objectives vs fixed process • Use patterns to facilitate conversation with teams (and executives) – Ex: 4 patterns to play the Scrum Master role, 3 project inception options, … • Don’t worry if two coaches don’t give the same answer…
- 38. Make it stick Make it stick!
- 39. Growing Agile Leadership Results Grow people ████████ Dynamize teams █████████████ Manage the ecosystem █████████████ Improve everything ████████████████ Global: 52% █████████████ █████████████████████████ Novice Advanced Competent Profficient Expert 34% 52% 56% 66% Grow people Dynamize teams Manage the ecosystem Improve everything - Clarify roles - Discuss expected behaviors - Auto evaluation - Observation - Mentoring - Coach evaluation - Community of Practice - Codevelopment - 360 evaluation
- 41. Make sure you have a business plan Structure your program to deal with complexity Select carefully where to start Plan, and replan Change KPIs to change behaviour Send a physical signal Don’t fall into the standardization trap Make it stick Agile transformation journey
- 42. As a change agent… • Choose your battle (let it go) • Protect yourself • Reveal the system • Keep smiling
Notes de l'éditeur
- 20 years in software development Started my Agile journey in 2003 as a developer Agile coach since 2008 Director since 2014 of Facilité’s Agile Center of Excellence Also, strategic advisor for several Agile Transformation program
- Intention - Quick info on Facilité
- Slide intention: Throw the question to the audience.. Narrative -- Good… so now that you guys know us a bit better let’s learn about you. We could go for a quick survey here to feel the audience Who is working in a « large organisation » Keep your hand up if your organisation is currently running an agile transformation program ? Keep your hand up if you consider yourself a change agent within that program. Who here thinks it’s hard to implement Agile in a large organisation ? Thanks.. (transition)
- Slide intention Remind the audience the current barriers we can face in an agile transformation Narrative - .. It.is hard indeed.. Thanks to version one annual State of Agile Survey we can have a picture of these difficulties as expressed by the Agile community.. And year after year we see quite de same tableau Quickly go through the main points Culture Change management Not knowing exactly what Agile means !! Management support… that we know… Business support… Agile transfo it’s not an IT thing !!!! Control, upfront planning, confidence that it’s scale… it’s all related to paradign shift that organisation must do to fully embrace agility (Transition)
- Slide intention Present the presentation objectives ..obviously we can’t go in all the details but what we would like to achieve with you today is - (bullet points)
- Slide intention Present the main case we will discuss today Show that it was quite big Narrative, As mentionned in our bio, we both worked recently on a pretty big transformation program at Revenu Québec. Go through the stats. Talk about the cycling analogy Octas: annual contest that recognize excellence in the field of information technology (IT) in Quebec
- Moment pour aller chercher la salle, les réveiller, les implquer, créer de l’intérêt. Message: votre motivation profonde doit-être Claire et partagée. On parle de nouvevelles façons d’executer et de voir la performance. La stratégie d’execution ou sa modernisation en agile-lean est un socle pour mieux realiser l’ensemble des stratégies.
- Vraiment pas juste une question d’équipes agiles. La majorité des gains demandent une vision globale (on peut référer Version one ou autre)
- Narrative Is there a playbook for a successful transformation? What do Agilists have to say about complexity ? I don’t think so. If someone says that they have one, I would assume that they truly don’t understand the magnitude, complexity, customisation, and the level of difficulty involved in running a digital transformation. No two organisations are the same and have the same challenges and hence can be transformed in the same way. So, that, in my opinion, rules out having a playbook for digital transformation. Whatever approach one takes, it needs to be custom built for that specific organisation and developed in-house, maybe in consultation with external consultants.
- You need some kind of high level plan
- Hre is another exemple a little bit more detailed We see the same « information blocks » has described before The milestones We better see the transformation « sprints » in this one The theme, key stretegies and Epics The KPIs The desired outcomes
- Narrative At the team level we are using a radar called « QIX » to discuss expectations with teams. And we made sure to cover different angles with them 1st – Doing Agile: the quality of the practices, either Scrum or Kanban 2nd – Being Agile: their team spirit, collaboration conditions 3rd – We also wanted to make visible the kind of support this team was receiving. I could have the best Agile Team in the world.. If it is placed in a bad environement we will not get the results. 4th – Speaking results, at the end of the day it comes down, gain, to outomes: Velocity, Quality, Value
- Narrative - You can’t inject a new culture… but you can create an environment to make it happen. If you are serious, call your favorite contractor and redesign your floor, make space for kanban board, buy all kinds of collabnoration goodies… SEND A PHYSICAL SIGNAL that something is going on !!!
- Narrative Because of your current culture, there is a good chance that your looking for a recipe, for a « standard way » to do Agile. You may buy the inspect and adapt thing at the beginning… but you still excpet, eventually, that everybody will work the same way… This is what I called, the standardization trap !
- Paradoxically, when you start standardizong Agile… you become less Agile. And sudnly you are back at square one where people follow the rules blindly.
- On top of all this, working with executives, and teams you need to make sure that at the end of the day some people will be the gardians of this new culture you putting up in place. And those persons can’t be the external coaches… not even the internal coaches… Scrum Masters, Managers and all leaders in the organization have to become agile ambassadors Again radar were helpfull for us.
- Ok.. That was a lot of info… let’s recap this thing