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Agility Accelerator

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Workshop delivered by Craig Smith and Julian Smith at DTA Digital Summit 2020 on 17 November 2020.

Today 'agile' is no longer just a buzzword. From building spacecraft to manufacturing, some of the most complex and largest organisations in the world are using agile ways of working to deliver better outcomes, respond to change, improve quality, foster more productive and happier teams, and reduce risk.

This hands-on and interactive session is aimed at helping public sector organisations build capability to support agile ways of working, from policy development through to service design and delivery.

Publié dans : Technologie
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Agility Accelerator

  1. 1. dta.gov.au softed.com.au Agility Accelerator Craig Smith & Julian Smith
  2. 2. No Relation!
  3. 3. Agenda Context What? Why? Value Standard Waste Government Agility Your Action Plan Explore Improve Accelerate 1 2 3 4 5
  4. 4. “More agile and more responsive to the public where they live”
  5. 5. APS Review Objective from the APS Review: “APS Needs to be apolitical and professional, agile, innovative and efficient.” (December 2019)
  6. 6. Public Sector Agility “Today’s complex economic and societal challenges, accelerating technological change and instant communication are forcing governments to change. It is vital for governments to be agile to not only maintain, but even improve, public services, and the capacity of the public sector to answer tomorrow’s challenges in a time of fiscal restraint.” Source: OECD (2015), Achieving Public Sector Agility at Times of Fiscal Consolidation, OECD Public Governance Reviews, OECD Publishing. http://dx.doi.org/10.1787/9789264206267-en
  7. 7. Agility - Australian Government Current State Future State Digital Leader Australia is currently behind the US, UK and Germany Source: DTA DAI Survey, 15th of May 2018
  8. 8. What is “Agile” anyway?
  9. 9. Image:©TalkbackThameshttps://pmcvariety.files.wordpress.com/2017/12/it-crowd.jpg?w=1000&h=563&crop=1 We traditionally started in IT…
  10. 10. Agile is almost 20 years young…
  11. 11. Adaptive Software Development Scaled Agile Framework (SAFe) DSDM Framework Disciplined Agile Delivery (DAD) NEXUS Framework Large Scale Scrum (LeSS) Crystal Lean Extreme Programming (EP) SCRUM “Agile” can send you into a spin… Prince2 Agile Kanban Spotify IC Agile DevOps Flow
  12. 12. AGILE is a mindset
  13. 13. What is NOT Agile US Department of Defence No Agile BS Guide
  14. 14. Agile Doesn’t Come Easy or in a Box
  15. 15. 17 Raccoon!
  16. 16. The Satir Model of Change Satir, Virginia, et. al., The Satir Model: Family Therapy and Beyond, ISBN 0831400781, Science and Behavior Books, 1991
  17. 17. Why Agile?
  18. 18. We Need to Embrace Change
  19. 19. Socio-Economic Changes Rapid Technology Change Market/Industry Forces Changing Citizen Expectations 4th Industrial Revolution
  20. 20. Value Realisation Time Value Agile Traditional Cost In Agile, as higher business value is delivered earlier, this allows business owners to reduce wastage.
  21. 21. Reduce Risk Time Risk Agile Traditional In Agile, risks are exposed early, while for traditional projects. risks can be hidden until later.
  22. 22. 24 Case Studies • 100-fold increase in yearly production deployments with 98% cost reduction, enabling iterative product development • Programme to deliver 20m cash savings through faster deliver and benefits realisation • 400% productivity increase over 18 months • Net Promoter Score rose by 8 points • Strong overall delivery predictability of 80%+ • Doubled of digital adoption (from ~20% to ~40%) on key program of work. • Business Satisfaction - 80% of staff rated there experience as ‘Reasonable’ to ‘Excellent’, up from 53%.
  23. 23. Journey into the Future…
  24. 24. Activity #1: Journey into the Beyond! What does success look like for your agency in 2025? Identify some key actions or areas that need to transform… 5 Minutes
  25. 25. Value & User Centricity
  26. 26. Scope ScheduleCost Traditional Triple-Constraints Triangle Source: Jim Highsmith, Agile Project Management : Creating Innovative Products, 2009
  27. 27. Agile Triangle Value Quality Scope ScheduleCost Constraints Source: Jim Highsmith, Agile Project Management : Creating Innovative Products, 2009 Value (Extrinsic) Value to the customer in terms of a current releasable product Constraints (Scope, Cost, Schedule) Important project parameters, but are not the goal Quality (Intrinsic) Deliver continuous value to the customer, in terms of a reliable, adaptable product
  28. 28. The Elements of Value…
  29. 29. Citizen Centric Value “The heart of public sector agility is no less than the very reason we exist: our Citizens.” Adapted from: Domains of Business Agility, Business Agility Institute, 2019
  30. 30. 37 Digital Service Standard
  31. 31. Digital Service Standard
  32. 32. A Focus on User Centered Delivery
  33. 33. As Used by Governments Around the World
  34. 34. Human Centered Design Designing the right thing Designing the thing right Validation Ideate Prototype Define Empathise Research DeliverDevelopDefineDiscover Define constraintsExplore possibilitiesNarrow scopeGather data
  35. 35. Design Thinking + Agile Mindset
  36. 36. It Often Turns Into Faux Agile
  37. 37. As Described Discovery generally takes a few weeks Alpha generally takes a few weeks to a few months Beta generally takes a few months Live lasts as long as the service is viable
  38. 38. Turns Into This
  39. 39. Activity #2: How Fast Do You Flow? 5 Minutes For a key initiative in your agency, how long does it take to: • Approve / budget for an initiative • Mobilise and define the scope • Conduct user research • Perform analysis and design • Build / develop / test the product • Deploy to end users
  40. 40. Water Scrum Fall MDT / ART SPRINTS DISCOVERY / ALPHA BETA LIVE
  41. 41. It Meant This Discovery generally takes a few weeks to mobilise and understand the problem Alpha generally takes a few weeks to a few months with continuous iterations every couple of weeks to Beta when user needs are understood or experiments need to be validated Beta generally takes a few months ideally with continuous delivery to Live Live lasts as long as the service is viable Measure Learn Learn Continuous HCD and Agile iterations / valuable delivery Lightweight Governance Lightweight Governance
  42. 42. DSS Criteria Discover Alpha Beta Live 1. Understand user needs CreateValueProposition Canvas Develop personas CreateEmpathy maps CreateUser Journey Map Develop User Research Plan Design hypothesis and experiments Conduct user research and validation Test and iteratelo-fi prototypes with real users Identify user need gaps in theservice/ product Test iterativebuild ofservice/ product with real users Conduct user experiencetesting Demonstratecompleted user research and continuing roadmap Develop user usageand satisfaction metrics Monitor service/ product usageand user satisfaction metrics Identify next problems / opportunities 2. Have amultidisciplinary team Createcoreteam and identify primary roles Identify extended team and service/ product sponsor Onboard discovery team members Conduct team mobilisation Createteam charter / canvas Agreeteam standards and ways ofworking Onboard delivery team members Onboard delivery vendors / suppliers Build / identify coreskills gaps Build initial MVP Build / iteratelive Support beta / live Build / iteratelive Support live 3. Agile and user-centered process Workshops and short design sprints Short design sprints Createuser story map / prioritised backlog Createproduct backlog (with defined user stories for first MVP / beta) Definedefinition ofdone Sprints / Kanban Ongoing refinement and prioritisation ofproduct backlog Sprints / Kanban (for new features and existing support) Ongoing refinement and prioritisation ofproduct backlog 4. Understand toolsand systems Develop high level system architecture Identify high level infrastructure Identify internal / external system dependencies Investigatetechnical feasibility Calculatecost for required tools / systems Develop detailed system architecture Develop information architecture Providerationalefor tools ofchoice/ platform Setup technical tools / DevOps / automated testing Procuresoftware/ vendor management AgreeSLAfor technical support Perform Continuous Integration / Continuous Delivery pipeline Setup production monitoring Createoperational procedures Secureongoing funding for tools and platforms Monitor / updatetools and platforms 5. Make it secure Conduct high level security assessment Develop security architecture Identify security levels and profiles Conduct data mapping and collection Identify legal constraints (eg. FOI, IP, privacy, copyright) Conduct IRAP Assessment with vendor/s Develop security plan and policies (to meet legislativerequirements) Build security in Conduct security testing (eg. penetration, OWASP) Setup users and access control levels Conduct security monitoring Conduct ongoing security testing (eg. penetration, OWASP) 6. Consistent and responsive design Determineaccessibility and design patterns Investigatechannels and touchpoints Consider existing design systems Develop prototypes using design systems and components Createwritten content with consistency in toneand easy to understand language Build consistent and responsivedesign in Updatefor new design patterns and components 7. Use open standardsand common platforms Document high level technical and product standards Consider any open standards, design systems or common shared architectures Consider other experiences from international counterparts Determinetechnical standards and metrics Identify systems/ tools / processes that can beshared Build using technical standards and open platforms (whereappropriate) Updatefor new technical standards / platforms 8. Make source code open Consider open sourcesoftware Consider open sourcecontributions Consider usageofan public open sourcerepository for codeand other artefacts Develop open sourcecontribution and user guide/s Contributeback to open source Commit relevant codeto a public open sourcerepository Contributeback to open source Document reasons for codethat is open and private 9. Make it accessible Investigateaccessibility options Develop prototypes using accessibility best practiceand test with a rangeofdiverseusers Createan accessibility tetst strategy Test accessibility (eg. WCAG compliance2.0 AA) Monitor accessibility compliance 10. Test the service Determinequality and test requirements Develop test strategy Identify required test tools / environments Develop business continuity plans / roll back / data recovery Preparetesting / deployment environment/s Build quality in Test iteratively with useoftest automation Test continuity plans / roll back / data recovery Prepareliveenvironment (ifrequired) Conduct continuous testing and monitoring 11. Measure performance Discuss performancemetrics and definemeasures ofsuccess (eg. user satisfaction, digital uptake, completion rate, cost per transaction) Investigateexisting data and metrics Develop performancetest plan Consider serviceload capacity ofservice Collect baselinedata Consider reporting performanceon theGov Performancedashboard Conduct performancetesting -iterativeand load / scale Preparereadiness to report performanceto Gov Performancedashboard Record key learnings from qualitative/ quantitativedata Conduct continuous testing and monitoring ofperformanceand load 12. Don't forget the non-digital experience Identify business process changeand impact Develop communications plan Identify user journey touch points, context ofuse, digital limitations Design business process changes and process improvement metrics Understand serviceinteraction and channels Implement and test business process change Integrateservicewith other channels to ensureuser support and information is consistent Monitor process improvement 13. Encourage everyone to use the digital service Engagecommunications and marketing teams Review communications and marketing plans Design digital uptakeand target metrics Support communications and marketing plan rollout Review digital uptakeand targets Develop retirement strategy for legacy systems and non-digital channels Support communications and marketing plan rollout Review digital uptakeand targets Commenceretirement strategy for legacy systems and non-digital channels Delivery Management Createservice/ product vision Establish business caseand cost and timewishes Estimatehigh level cost / timefor service/ product Createhigh level service/ product roadmap Estimatecost / timefor discovery Conduct procurement activities Createinitial product / servicebudget and reporting Confirm that product / serviceis adding value, is meeting needs only government can meet, and is not duplicating existing government service/ products Estimatecost / timefor alpha Refineestimatecost / timefor service/ product DefineMVP / beta scope CreateFeatures level stories for serviceand break down user stories for beta Createreleaseplans Cost / timeestimatefor beta Createongoing service/ product support budget Updateservice/ product roadmap Continuously updateservice/ product roadmap Stakeholder Management Identify stakeholders Setup steering committee/ reporting requirements Obtain support from senior stakeholders and ensurethey understand theproblem you aretrying to solve Ongoing stakeholder management and reporting Conduct regular reviews / showcases Ongoing stakeholder management and reporting Conduct regular reviews / showcases Ongoing stakeholder management and reporting Conduct regular reviews / showcases When to stop Thereis no need for what you areexploring Theneed is already been met by another serviceor product from government or industry Adapting or developing another serviceis a better solution Therearetechnical or policy constraints that outweigh thetimeframeor cost wishes It not cost-effectiveto do this Thenon-digital solution is sufficient for user needs DSS Assessments & Governance
  43. 43. Reduce Waste
  44. 44. Project Waste Australia waste an average of $139 million for every $1 billion ASEAN waste an average of $86 million for every $1 billion Brazil waste an average of $122 million for every $1 billion Canada waste an average of $77 million for every $1 billion China waste an average of $76 million for every $1 billion Europe waste an average of $127 million for every $1 billionIndia waste an average of $81 million for every $1 billion Latin America waste an average of $102 million for every $1 billion Middle East waste an average of $85 million for every $1 billion North America waste an average of $102 million for every $1 billion Source: Pmi.org. (2018). 2018 Pulse of the Profession Survey. [online] Available at: https://www.pmi.org/about/press-media/press-releases/2018-pulse-of-the-profession-survey.
  45. 45. PMI Pulse of the Profession Australia: Worst performer (2018 & 2020) in comparison to the rest of the world with Project Waste. $133-139m for every $1b spent. Top Issue Areas: 1) Percentage of projects using hybrid project management approaches 23% 2) Percentage of organizations with high organizational agility 24% 3) Percentage of organizations with high benefits realization maturity 25% 3,060 project professionals, 358 senior executives and 554 project directors: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/pulse-all-comparison-reports-final.pdf?v=dd7afb39-1fe0-4063-923f- 11410463244d
  46. 46. Too much is spent on waste
  47. 47. Shorten the Value Stream 2019/20 2020 / 2021 2020 / 21 Discovery Alpha ? Concept IT Investment Analysis Development Testing Release IDEA VALUE
  48. 48. Source: Dr Matthew R. Kennedy, Program Executive Office, Defense (Army), Defense Acquisition University, 2018 “You plan it, you build it, you launch it, you get feedback. And you do this constantly,” Gen. Ellen M. Pawlikowski, Commander of Air Force Material Command
  49. 49. Value Stream Mapping
  50. 50. Activity #3: How Fast Can You Flow… For a key initiative in your agency, identify where the key areas of improvement might be in your process 4 Minutes
  51. 51. Bets < Big vs Small > Traditional Project 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Etc. Features Product Management Feature 1 Experiment 100% Committed Work 3% Committed Work Feature 2 Backlog 3 4 5 6 Etc. Value
  52. 52. 59 Government Agility Accelerated
  53. 53. It’s About Business Agility … We are about here on our journey
  54. 54. Reinventing Organisations Conway’s Law
  55. 55. Public Sector Agility is… Adapted from: • Nikos C. Tsourveloudis & Kimon P. Valavanis. (2002). On the measurement of enterprise agility. Journal of Intelligent and Robotics Systems, 33(3), 329-342. • Dahmardeh Nazar & Pourshahabi Vahid, Agility evaluation in public sector (2009). Chinese Business Review, ISSN 1537-1506, USA. Oct. 2009, Volume 8, No.10 (Serial No.76) “The ability of Government entities to operate successfully in a rapidly changing and complex operating environment by producing high-quality, high-performance, citizen- centric goods and services”
  56. 56. Elements of Public Sector Agility
  57. 57. Systems Approach to Agility • Take a Systems based approach to Digital/Agile Transformation • View your organisation as a complex ecosystem • Push / Pull Factors • Most common barrier is “Culture” (not ‘how to do scrum’) • Consider different elements – moving parts in a networked ecosystem • Influence and collaborate across the ecosystem to move dials
  58. 58. 65 Government Agility Model
  59. 59. Activity #4: Gov Agility Current State 7 minutes 1) Using the Government Agility Model, identify: 1) What you are doing well and 2) Areas for improvement
  60. 60. Wrap Up Header 68 Touch Down…
  61. 61. How Can We Accelerate Agility? We need to focus on understanding and realizing Value continuously The world is focused on achieving greater Agility in the public sector to operate effectively in this rapidly changing, complex and fiscally constrained operating environment Our citizens need a seat at the table, to not only understand their needs but design the future with too We need to adopt the Digital Service Standard as the default way of operating. We need to seek to reduce waste in the system which exists today. We need to seek to reduce the size of our projects and see work as smaller ‘experiments’ to test our hypotheses Focus not only on Agile Teams, but also on Government (Business) Agility
  62. 62. Activity #5: Your Bold Next Steps As you leave, please place a sticky note on the Mural board with your name and the one bold next step you are going to take on your road to Accelerated Agility in your department
  63. 63. dta.gov.au softed.com.au Thankyou for helping us to Accelerate Agility! Craig Smith craigs@softed.com Julian Smith julian.smith@dta.gov.au dta.gov.au softed.com.au

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