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Multi Disciplinary Teams operating model
- 1. Robust intellectual property rights delivered efficiently An effective operating model for nurturing high performance Agile teams
- 2. Robust intellectual property rights delivered efficiently Introduction Jagdish Mehra •Current: Director, Centres of Excellence at IP Australia •Previous: Director, Scientific Computing, Geoscience Australia Experience •Software Engineering •Project, Program and Portfolio Management •Various leadership roles
- 3. Robust intellectual property rights delivered efficiently Common challenges •Single points of failures •‘Silo Teams’ culture •Limited understanding of business value chain •Fragmented capabilities causing duplication •Lack of transparency •Limited on-the-job-learning opportunities •Lack of innovation
- 4. Robust intellectual property rights delivered efficiently Common causes •Lack of strategic direction •Fixed teams, fixed members •Multiple levels of hierarchy •Lack of Workforce Planning •Lack of critical mass to operate core capabilities •Project vs BAU teams •Restructure fatigue
- 5. Robust intellectual property rights delivered efficiently Operating Model enabling cultural transformation Transform into a Multi-disciplinary team (MDT) model where teams are agile, self-sufficient, empowered, flat-structured and embedded within the Business Areas they enable. Teams are highly innovative, responsive to change and enabling speedy delivery of Digital Products.
- 6. Robust intellectual property rights delivered efficiently Guiding principles •Self-sufficient teams, business and IT •‘Product’ over ‘Project’ mindset •Embedded in business areas •Lean thinking, identify and reduce waste •Fixed teams, mobile members •Agile planning and delivery •Transparency •Enable self-service
- 7. Robust intellectual property rights delivered efficiently Operating Model structure Scrum + AgilePM
- 8. Robust intellectual property rights delivered efficiently
- 9. Robust intellectual property rights delivered efficiently Key learning Role Definition
- 10. Robust intellectual property rights delivered efficiently ‘Agile’ Business Analyst •Definition? •Business oriented role •Focus on problem domain •User stories articulation with Senior Execs •Timebox driven More at Agile Business Analyst LinkedIn group
- 11. Robust intellectual property rights delivered efficiently Project Manager •Business oriented role •Adaptive planning •Focus on Benefits Management •Change Management •Timebox driven
- 12. Robust intellectual property rights delivered efficiently Key learning Start small
- 13. Robust intellectual property rights delivered efficiently Key learning It’s a journey
- 14. Robust intellectual property rights delivered efficiently Key learning Don’t rely on Retrofitting
- 15. Robust intellectual property rights delivered efficiently Key learning Change management
- 16. Robust intellectual property rights delivered efficiently Key learning Digital Products Portfolio
- 17. Robust intellectual property rights delivered efficiently Key learning Plan together Program Increment (PI) Day: a) Reflection point and b) Next tranche planning
- 18. Robust intellectual property rights delivered efficiently Key learning Centres of Excellence •It’s the “glue”, common strategic direction •Mitigates silo culture between MDTs •Innovation focused on organizational needs •Enables “Fixed teams, mobile members” •Continuous Workforce Planning
- 19. Robust intellectual property rights delivered efficiently Key learning Orchestration
- 20. Robust intellectual property rights delivered efficiently Transformation outcome CEO Award- Flying Hellfish MDT 100% uptime for Sentinel (National Bush Fire Monitoring system)
- 21. Robust intellectual property rights delivered efficiently Share your experience
- 22. Robust intellectual property rights delivered efficiently Thanks for attending Any questions?
Editor's Notes
- Incorporated in Geoscience Australia, currently designing it for IP Australia
- Incorporated in Geoscience Australia, currently designing it for IP Australia
- BA working in SCRUM based Soft. Dev. Team? It is definitely not a SCRUM master role Agile mindset How to improve a business process
- Road Map instead of Details Gantt Chart
- Providing end-to-end support during product life cycle enges Co-location - Focus on customer needs Automation first Cloud first Focus on data and APIs
- Providing end-to-end support during product life cycle enges Co-location - Focus on customer needs Automation first Cloud first Focus on data and APIs
- Providing end-to-end support during product life cycle enges Co-location - Focus on customer needs Automation first Cloud first Focus on data and APIs
- IT teams get it easily, senior execs struggle. Product Manager role is hard to understand and fulfil
- Capability Home
- Providing end-to-end support during product life cycle enges Co-location - Focus on customer needs Automation first Cloud first Focus on data and APIs
- Providing end-to-end support during product life cycle enges Co-location - Focus on customer needs Automation first Cloud first Focus on data and APIs