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Changing the way we change – leveraging a combination of Lean, Design, and Scrum to facilitate a large scale process transformation by Nik Ilich & Rowan Walsh

Changing the way we change – leveraging a combination of Lean, Design, and Scrum to facilitate a large scale process transformation by Nik Ilich & Rowan Walsh

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Lean & Agile have a shared orientation towards customer centricity, respect for people, and continuous improvement. When applied with the right intention to the appropriate context, both domains complement each other exceptionally well in solving complex business problems effectively and sustainably. Aginic and Nik Ilich from Fire & Flint collaborated in driving a principles-first approach to iteratively designing and implementing a transformative future state service onboarding journey for clients of Cerebral Palsy Alliance (CPA). Through a hybrid of lean & agile thinking, the team worked closely with key representatives of CPA, sharing the driver’s seat, to pragmatically deconstruct and deliver a vision for the future with strong agile-delivery foundations underpinning its execution.

Lean & Agile have a shared orientation towards customer centricity, respect for people, and continuous improvement. When applied with the right intention to the appropriate context, both domains complement each other exceptionally well in solving complex business problems effectively and sustainably. Aginic and Nik Ilich from Fire & Flint collaborated in driving a principles-first approach to iteratively designing and implementing a transformative future state service onboarding journey for clients of Cerebral Palsy Alliance (CPA). Through a hybrid of lean & agile thinking, the team worked closely with key representatives of CPA, sharing the driver’s seat, to pragmatically deconstruct and deliver a vision for the future with strong agile-delivery foundations underpinning its execution.

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Changing the way we change – leveraging a combination of Lean, Design, and Scrum to facilitate a large scale process transformation by Nik Ilich & Rowan Walsh

  1. 1. Lightning Talk Changing the Way We Change: Leveraging a combination of Lean, Design, and Scrum to facilitate a large scale process transformation
  2. 2. Introducing Us Nik Ilich Rowan Walsh
  3. 3. The Journey Today Introduce the background and context Explore the problem space Breakdown our approach Q&A Outcomes and learnings
  4. 4. Background and Context
  5. 5. Cerebral Palsy Alliance (CPA) Our Client Cerebral Palsy Alliance provides family-centred therapies, life skills programs, equipment and support for people and their families living with cerebral palsy and other neurological and physical disabilities. Vision An inclusive society for people with cerebral palsy and other neurological disabilities and their families Purpose To have a positive impact on the lives of people with cerebral palsy 2500 talented staff supporting more than 6000 clients across 100+ sites in NSW and ACT
  6. 6. The Opportunity CPA wanted to simplify and streamline the service access journey (i.e. onboarding) for new and existing CPA customers, to benefit both its clients and CPA staff by making their lives easier, and better utilising their available skill-sets. We (the project team) were given the challenge of rethinking and redesigning the end-to-end Service Access Experience for CPA, including consideration of: ❖ Process & workflows ❖ Roles & Responsibilities ❖ Organisational Structure ❖ Technology / systems ❖ Reporting / analysis We were seeking to transform the entire system, not just isolated component parts.
  7. 7. The Problem Space
  8. 8. Key Problems & Drivers @ CPA Customer Level Confusion over services available Long wait times / delays High onboarding effort Confusion about onboarding process Service Team structure, roles and capabilities The onboarding process design Customer information availability and accessibility Problems Drivers Note: This is a heavily summarised and incomplete summary !
  9. 9. Approach
  10. 10. Hybrid Delivery Approach Adaptive Strategy Lean Agile Design ➔ Leverage the rigour of an analytical and structured process improvement methodology. ➔ Emphasise an iterative, continuous, and collaborative approach to designing and realising a desired end state through excellent staff and customer engagement, owned by CPA. ➔ Deliver engaging visuals and tangible prototypes to improve the quality and volume of user feedback and improve CPA alignment to a possible end state. Adaptive Strategy Development Dynamic Transparent Robust Engaging Fast Sustainable Strong and Consistent Foundations Respect for people Continuous Improvement Customer First
  11. 11. Using Scrum ❖ Treating it as a delivery using Scrum; sprints with ceremonies (DoR, DoD, planning, weekly ‘stand-up’, showcase and then rapid pivot where necessary) ❖ Collaboration ‘at every turn’ promoted a one-team approach ❖ Tangible value delivered every sprint (pivoting) ❖ Deliverables, and how they differentiate from the standard ‘200 page document’: ➢ Live Backlog ➢ Future State User Journey ➢ Prototype Service Access portal using user-centric design principles
  12. 12. High-level Plan and Outcomes Strategic Advice (Future State) Implementation Plan (backlog of prioritised epics) + Design: Future State Design Scenarios Development and Planning Sprint 2 Discovery: Current State Analysis Data Analysis Problem Prioritisation Hypothesis Generation Sprint 1 Delivery + Wrap-up: Future State Assessment Strategic recommendations + implementation planning Sprint 4 Delivery: Live scenario testing with internal (CPA) and external (Clients) parties Future State refinement Sprint 3
  13. 13. Hybrid Delivery Approach Adaptive Strategy Extended Client Team Program Team: A Program Team: B Program Team: C Program Team: ... Finance IT Us (Aginic & F&F) Marketing & Comms Core Team Core PO Customer Representation from key stakeholder groups directly impacted (within scope) A core team comprised all key internal stakeholders impacted by changes to the service access process are involved in collaboratively designing and testing a shared future state through frontline staff and customer engagement The core team will remain as champions and key SMEs throughout the delivery phase An objective, well regarded and empowered product owner with great vision for the future of service access at CPA was selected to: - Craft and own the vision for this project, - Support and enable the delivery team, and - Engage and involve the critical SMEs within the extended team across CPA during the design and delivery phase (i.e. bridge the core and extended teams) SMEs
  14. 14. Outcomes & Learnings
  15. 15. End to End Project Snapshot CPA Vision Customer Outcomes Future State Design (Figma) Problem Solving (Enablement) Defining our vision for Service Access Understanding what is valuable to our clients Defining a future state to deliver that value + digital prototype Solving the problems required to achieve the future state Process Technology Structure & Roles Governance Link solutions to the problems that must be solved to realise the future state design Connect solutions to the customer outcomes they are helping to realise For each enabler theme, define: 1. Scope 2. Size 3. Customer Value 4. Business Value 5. Dependencies 6. Risks 7. Linked problems & outcomes First cut of delivery sequence (to be continuously reviewed and revised as req.) Sprints 1-3 Sprint 4 Timeline Discovery, Design & Delivery Delivery (Implementation) Planning
  16. 16. Learnings and takeaways ❖ Think outside the box. Scrum is adaptable and can be used for any and all types of delivery (especially the principles) ❖ Complex ‘non-standard’ engagements can (and should) be broken down into smaller increments of value delivery ❖ Whilst we had a high-level roadmap for the project, using Scrum allowed us to pivot multiple times during the engagement because: ➢ We prioritised delivering the ‘highest value at any given time’ over sticking to our plan ➢ We welcomed change where it made sense and it worked ➢ We cared less about having the right answer and more about finding the best answer
  17. 17. Learnings and takeaways ❖ During Covid times implementation was delayed by 6-12 months, but our deliverables enabled a later transition to implementation ➢ Digital prototype as a blueprint for the future state Service Access Journey was great for understanding and buy-in (engagement) ➢ A prioritised backlog of epics for implementation to feed directly into a CPA delivery Team ❖ Ongoing customer validation (design thinking, user-centric) builds confidence in end solution ❖ Involving the client in the end to end process as part of the core team is invaluable, even if things don’t work out as expected
  18. 18. Q&A
  19. 19. End of Session Get in touch! nik@fireandflint.com rowan@aginic.com

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