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Enterprise Agile
Masterclass @ Industrie IT Academy
hello!
Beginner Practiced MasterExpert
just starting
the journey
a few years,
know the
concepts
significant
experience,
delivered...
about me
• Launched six startups in past 2 years - fashion, recruitment, education, creative tech,
publishing, volunteerin...
government health - data APIs
banking - mobile payments
mortgage finance provider -
rescue, stabilise, transform
case studi...
Let’s design our masterclass
~10 mins per section
• What is agility?
• Enterprise characteristics of agility
• Enterprises...
agility?
what is
The Agile Manifesto
RESPONDING TO
CHANGE
over following a plan
INDIVIDUALS &
INTERACTIONS
over processes and tools
USEFUL ...
Why
IS CONSTANT &
ACCELERATING
ABILITY TO
RESPOND
CHANGE
COMPETITIVE
ADVANTAGE=
What is Agile?
The Paradigm Shift
from INVESTORS to SCIENTISTS
What is Agile?
Concepts
BACKLOGS & ROADMAPS
What business needs most
MINIMUM VIABLE PRODUCT
Shorten learning cycle
RETROSPECTIVES
Contino...
Target State
WHY?
People culture for growth
WHAT?
Empirical approach
Hypothesise, model & test
HOW?
Incremental & Iterativ...
agility?
do we have
Maximize ROI
MARKET BETS TO CONSTANT INNOVATION
Invest In Performance
FTE TEAMS TO FEATURE TEAMS
Voice Of Customer
ONE PHA...
Are we Agile?
Voice Of Customer
ONE PHASE REQ’M TO CUSTOMER DELIGHT
Product Ownership
Prioritisation
Concept & Inception
R...
Invest In Performance
FTE TEAMS TO FEATURE TEAMS
Systems Thinking
Engineering Excellence
Information Sharing
High Performa...
Maximize ROI
MARKET BETS TO CONSTANT INNOVATION
Finance Structures
People & Hiring Structure
Contractual Structure
Support...
agility?
who else has
“Agile isn't just about software development these
days. Agile can certainly be about people, managerial,
organizational, ...
on the journey
next steps
Autonomy Mastery Purpose
Toward agillity
DRiVE
• Harlow, H.F. (1949) The formation of learning sets, Psychological Review ...
SENIOR
MANAGEMENT
vision + context
over command
& control
enable alignment
via co-ordination +
servant leadership
OPERATIO...
case studies
Big Data + API
government
& health
Challenges
• huge cost and schedule over-runs
• continous scope creep
• no project end in sight
• people quitting due to l...
PRESENTATION
IIT AGILE PRACTICE
Transformation Target
• Anything that’s better than current
• trust
• higher productivity
...
actions taken
PRESENTATION
IIT AGILE PRACTICE
• how much work left?
• product road map?
• how much work in flight?
• how m...
0!
10!
20!
30!
40!
50!
60!
70!
80!
1! 2! 2! 3! 4! 5! 6! 7! 8! 9! 10! 11! 12! 13! 14! 15! 16! 17! 18!
Velocity!
Week!
Team ...
mobile
platform
banking
Challenges
• 2003 Forrester Research - ‘New
Payment Systems’ Survival Guide
• new product, new market, new platform
• will...
PRESENTATION
IIT AGILE PRACTICE
Transformation Target
• Speed to market
• Lower product risk
• (later) Save money; create ...
actions taken
PRESENTATION
IIT AGILE PRACTICE
Done is better than perfect
the result
PRESENTATION
IIT AGILE PRACTICE
First 18 months:
• 800,000 people have downloaded of 4.3 million
active users
•...
rescue teams
mortgage
financing
Challenges
• Multi-language, offshore teams
• Many vendors
• Project and cost overruns
• < 60% of feature parity with inte...
PRESENTATION
IIT AGILE PRACTICE
Transformation Target
• High-performing, self-organised scaled squads
• Teams that continu...
Actions
PRESENTATION
IIT AGILE PRACTICE
• “Keep our promises”
• Agile Coach, training Product Owners, Scrum
Masters, Teams...
8 SPRINTS
65 points targeted

15 delivered
36 SPRINTS
47 points targeted

47 delivered
stabilisation
teams
mortgage
financing
Challenges
• 110+ major bugs on product system
• No focus on fixing problems - new
functionality added to unstable target
...
• Stabilise the squad - create operational cadence
• Stabilise the system
• Meet and exceed expectations
Transformation Ta...
1. Coaching on three wastes - muri, muda, mura
2. Daily Inspection of visual board designed as pull system
3. Daily impedi...
Proof @ Aussie
Started the kanban squad
Proof @ Aussie
your topics
next:
scaling agile
future businesses
thank you!
feature teams
appendix
TEAM PERFORMANCE
TEAMTOPERFORM
1 2 3 4 5 6 7 8 9 10 11 12 13 TIME
FORM STORM NORM PERFORM
• NOT ALL TEAMS
ARE EQUAL
• TEAM...
TRADITIONAL RESOURCE MANAGEMENT
TEAMTOPERFORM
PROJECT 1 PROJECT 2 PROJECT 3
• HAVE DIFFERENT
PEOPLE
• RE-LEARN TEAM
NORMS
...
CONSTANTLY RE-REFORMING TEAMS: PORTFOLIO VIEW
WATERFALLPORTFOLIO
PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4
• NOT ALL TEAMS
A...
WHY PRESERVE PERFORMANCE?
TEAMPERFORMANCE
SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5
HIGH
PERFORMANCE
TEAM
MEDIU...
KEEPING TEAMS TOGETHER
TEAMPERFORMANCE
SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5
TEAM
FIXED TEAMS, INDIVIDUAL ROTATIONS
TEAM A
TEAM B
TEAM C
TEAM D
JUL
JAN
FEB
OCT
Rotate individuals occasionally for
personal...
further
reading
appendix
further reading
1. TEDTalk: Drive: The Surprising Truth About What Motivates Us
iit.life/drive
2. TEDTalk: How Great Leade...
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IIT Academy - Masterclass - Enterprise Agile

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A showcase of gritty, warts-and-all stories about the transformation toward agility of some of Australia’s biggest companies.

From IIT Academy, Hong Kong - meetup.com/IITAcademyHK

· Learn about how a critical government data organisation achieved a 240%+ increase in productivity in just six weeks.

· Hear about the market transforming mobile payments app that reinvigorated one of Australia’s big four banks. Challenges involved resistance from the organisation from line staff through to senior sponsors.

· Hear about how a multi-year flagship project at one of Australia’s major home loan providers was rescued. Out of budget and under-featured, this project was reinvigorated in just 6 months. Complexities included offshore vendors, major time-differences in operations and multiple vendors involved in a complex build.

Published in: Software
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IIT Academy - Masterclass - Enterprise Agile

  1. 1. Enterprise Agile Masterclass @ Industrie IT Academy
  2. 2. hello!
  3. 3. Beginner Practiced MasterExpert just starting the journey a few years, know the concepts significant experience, delivered results let’s learn from each other about you
  4. 4. about me • Launched six startups in past 2 years - fashion, recruitment, education, creative tech, publishing, volunteering
 • First Scrum Master at the biggest bank in Australia, beach head agile coach at international bank, responsible for orchestrating one of Australia’s top 10 brands toward agility • Transformed across industries gaming companies, home loan providers, financial institutions, international tech, government, health organisations - 240% productivity in 6 weeks • Facilitates Sydney Scrum - biggest and one of the first Agile Meetups
 Pioneered multi-language offshore scaled agile
 Orchestrate Industrie IT’s Academy: Agile two-time IMA award winner CBA innovation award 2011
  5. 5. government health - data APIs banking - mobile payments mortgage finance provider - rescue, stabilise, transform case studies 1 2 3
  6. 6. Let’s design our masterclass ~10 mins per section • What is agility? • Enterprise characteristics of agility • Enterprises with agility • Next steps on agility journey ~ 10 mins per section • government and health - large data set, critical service, company growth anti-patterns, no co-ord. • mobile payments - huge enterprise new to agile, fast- follow strategy, “risk averse” • mortgage financing - web-based, distributed offshore with complex vendors; both rescue and remediate YOUR TOPICS AGILITY CASE STUDIES
  7. 7. agility? what is
  8. 8. The Agile Manifesto RESPONDING TO CHANGE over following a plan INDIVIDUALS & INTERACTIONS over processes and tools USEFUL PRODUCT over comprehensive documentation CUSTOMER COLLABORATION over contract negotiation What is Agile?
  9. 9. Why IS CONSTANT & ACCELERATING ABILITY TO RESPOND CHANGE COMPETITIVE ADVANTAGE= What is Agile?
  10. 10. The Paradigm Shift from INVESTORS to SCIENTISTS What is Agile?
  11. 11. Concepts BACKLOGS & ROADMAPS What business needs most MINIMUM VIABLE PRODUCT Shorten learning cycle RETROSPECTIVES Continous Improvement XP Practices SCRUM KANBAN SCALING + BDD, TDD, RAD, & MANY MORE... LEAN & 6S 6σ What is Agile?
  12. 12. Target State WHY? People culture for growth WHAT? Empirical approach Hypothesise, model & test HOW? Incremental & Iterative Products, People & Processes What is Agile?
  13. 13. agility? do we have
  14. 14. Maximize ROI MARKET BETS TO CONSTANT INNOVATION Invest In Performance FTE TEAMS TO FEATURE TEAMS Voice Of Customer ONE PHASE REQ’M TO CUSTOMER DELIGHT Are we Agile?
  15. 15. Are we Agile? Voice Of Customer ONE PHASE REQ’M TO CUSTOMER DELIGHT Product Ownership Prioritisation Concept & Inception Roadmapping Sponsorship Benefits Measurement Visibility Structures
  16. 16. Invest In Performance FTE TEAMS TO FEATURE TEAMS Systems Thinking Engineering Excellence Information Sharing High Performance Teams Alignment Structures Domain Driven Design Empowerment Over Process Reduce Interdependencies Are we Agile?
  17. 17. Maximize ROI MARKET BETS TO CONSTANT INNOVATION Finance Structures People & Hiring Structure Contractual Structure Support & Learning Structure Feedback Structure Are we Agile?
  18. 18. agility? who else has
  19. 19. “Agile isn't just about software development these days. Agile can certainly be about people, managerial, organizational, and executive development.” 8 Victoria King, M.D. & Eric King, Davisbase Consulting “In today's world, every company is at risk of having a ‘Kodak Moment’ watching its industry and the competitive advantages it has developed over years, even decades, vanish overnight. Everyone needs agility.” 3 David Butler, Vice President of Innovation & Entrepreneurship “60% of program spend is now on Agile projects.”7 Craig Fischer, CIO “The team that had literally dozens of internal customers…organized a customer council… [that identified scope] for good of all, in order of value to Amazon overall.” 9 Alan Atlas, Amazon’s first Agile Coach “Australia of the future has to be a nation that is agile, innovative, creative.” 10 Malcolm Turnbull, Prime Minister of Australia “I say [adopting agile] that not as a value statement, but as a strategic necessity.” 11 Patrick Eltridge, ex-CIO now CIO, Royal Bank of Scotland “In the financial services industry, risk is critical,” “That was an amazing turnaround for a quite conservative part of the industry, and they could make a difference earlier in the process than ever before.” 12 Pete Steel, ex-CIO Retail and Business Banking now Executive General Manager, Digital “Turning to agile to cope with the madness of our high-speed digital-obsessed 21st century makes all the sense in the world.”13 Nigel Dalton, CIO “Results: doubling its productivity every year.. 30 percent more new functionality to business units at lower cost every quarter. Agile could also translate beyond the IT organisation. The CEO asked us to go Agilise the entire company 500 people from line-of-business units have already receive Agile training. We stepped completely out to act as coaches and mentors, and within two weeks we had moved 50 per cent of our total delivery capacity onto this program under the auspices of four people that had never led anyone before. It’s been a phenomenal exercise, and a phenomenal success.” 14 Jeff Smith, ex CEO of Suncorp Business Services now CIO, International Business Machines (IBM) Who has agility? “21st century services require a 21st century approach to delivery - one that focuses foremost on speed to delivery and ability to scale while focussing on user needs, rather than the traditional approach of repeatable process, risk minimisation and cost efficiency. Agile approaches have enabled Healthdirect to achieve its current market position and are increasingly critical to ensure alignment with the new approaches to government services referenced by Prime Minister Turnbull and the Digital Transformation Office.” Bruce Haefele, Chief Architect FAMILY PRACTICE GP “Measure not hours, but great works accomplished by our people.” 4 6 Patty McCord, Chief Talent Officer
  20. 20. on the journey next steps
  21. 21. Autonomy Mastery Purpose Toward agillity DRiVE • Harlow, H.F. (1949) The formation of learning sets, Psychological Review 56: 51-65. • R. M. Ryan & E.L. Deci (2000), Self-Determination Theory and the Intrinsic and Extrinsic Motivations: Classic Definitions and New Directions, Contemporary Educational Psychology 25, 54–67 (2000). • Pritchard, R., Campbell, K., & Campbell, D. (1977). Effects of extrinsic financial rewards on intrinsic motivation. Journal of Applied Psychology, 62, 9–15.
  22. 22. SENIOR MANAGEMENT vision + context over command & control enable alignment via co-ordination + servant leadership OPERATIONAL MANAGEMENT rigourously improve beyond high performance SELF-MANAGED TEAMS Toward agillity
  23. 23. case studies
  24. 24. Big Data + API government & health
  25. 25. Challenges • huge cost and schedule over-runs • continous scope creep • no project end in sight • people quitting due to low morale • no clear list of priorities • massive context switching • “no time to make time, no time to plan” PRESENTATION IIT AGILE PRACTICE
  26. 26. PRESENTATION IIT AGILE PRACTICE Transformation Target • Anything that’s better than current • trust • higher productivity • a completed project • (later) Save money; create sustainable delivery
  27. 27. actions taken PRESENTATION IIT AGILE PRACTICE • how much work left? • product road map? • how much work in flight? • how much context switching? • how much clarity of purpose? Create Clarity of Purpose
  28. 28. 0! 10! 20! 30! 40! 50! 60! 70! 80! 1! 2! 2! 3! 4! 5! 6! 7! 8! 9! 10! 11! 12! 13! 14! 15! 16! 17! 18! Velocity! Week! Team B! Team A! Existing Average! New Average! +340%
  29. 29. mobile platform banking
  30. 30. Challenges • 2003 Forrester Research - ‘New Payment Systems’ Survival Guide • new product, new market, new platform • will be beaten to market by competitor - need to produce a fast follow • normal project - few $M and 6-18mths • strong push for a product differentiator “the bump” PRESENTATION IIT AGILE PRACTICE
  31. 31. PRESENTATION IIT AGILE PRACTICE Transformation Target • Speed to market • Lower product risk • (later) Save money; create sustainable delivery
  32. 32. actions taken PRESENTATION IIT AGILE PRACTICE Done is better than perfect
  33. 33. the result PRESENTATION IIT AGILE PRACTICE First 18 months: • 800,000 people have downloaded of 4.3 million active users • Total of $6.7 billion in transfers and payments • $8,375 per user • twice a day logins Strategically • created new market, with the biggest slice of pie • continuous innovation and agility
  34. 34. rescue teams mortgage financing
  35. 35. Challenges • Multi-language, offshore teams • Many vendors • Project and cost overruns • < 60% of feature parity with intended sunset system; promised to market • Endemic crunch time • Mis-communication, low morale • Us vs. them mentality PRESENTATION IIT AGILE PRACTICE
  36. 36. PRESENTATION IIT AGILE PRACTICE Transformation Target • High-performing, self-organised scaled squads • Teams that continually keep and deliver on promises • Maximal return-on-investment
  37. 37. Actions PRESENTATION IIT AGILE PRACTICE • “Keep our promises” • Agile Coach, training Product Owners, Scrum Masters, Teams and organisation overall • Incrementally increasing definition of done • Wide scope of change - product ownership, interactions with vendors, product ownership, road mapping, squad composition Invest in people
  38. 38. 8 SPRINTS 65 points targeted
 15 delivered
  39. 39. 36 SPRINTS 47 points targeted
 47 delivered
  40. 40. stabilisation teams mortgage financing
  41. 41. Challenges • 110+ major bugs on product system • No focus on fixing problems - new functionality added to unstable target • No focus on technical excellence or devops
  42. 42. • Stabilise the squad - create operational cadence • Stabilise the system • Meet and exceed expectations Transformation Target
  43. 43. 1. Coaching on three wastes - muri, muda, mura 2. Daily Inspection of visual board designed as pull system 3. Daily impediment removal 4. Create conditions for flow • Autonomation • People Development • Continuous improvement • Adherence to technical excellence 5. Reduce work-in-progress (WIP) 6. Role modelled Genchi Genbutsu (Shop Floor Attitude) Actions
  44. 44. Proof @ Aussie Started the kanban squad
  45. 45. Proof @ Aussie
  46. 46. your topics
  47. 47. next: scaling agile future businesses thank you!
  48. 48. feature teams appendix
  49. 49. TEAM PERFORMANCE TEAMTOPERFORM 1 2 3 4 5 6 7 8 9 10 11 12 13 TIME FORM STORM NORM PERFORM • NOT ALL TEAMS ARE EQUAL • TEAMS REQUIRE TIME TO PERFORM • TEAMS SHOULD PERIODICALLY INSPECT PERFORMANCE AND FIND WAYS TO IMPROVE • EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM
  50. 50. TRADITIONAL RESOURCE MANAGEMENT TEAMTOPERFORM PROJECT 1 PROJECT 2 PROJECT 3 • HAVE DIFFERENT PEOPLE • RE-LEARN TEAM NORMS • STARTS WITH ZERO PERFORMANCE BEHAVIOUR • PERFORMS BASED ON SCOPE CADENCE RATHER AND PERFORMANCE CADENCE, CREATING A “HOCKEY STICK CRUNCH” CONSTANTLY REFORMING TEAMS PROJECT 3 TEAMS ARE NOT ‘RESOURCES’. DESIGN FOR TEAMS, NOT FOR SCOPE
  51. 51. CONSTANTLY RE-REFORMING TEAMS: PORTFOLIO VIEW WATERFALLPORTFOLIO PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4 • NOT ALL TEAMS ARE EQUAL • TEAMS REQUIRE TIME TO PERFORM • EVEN GIVEN THE ABOVE, TEAMS STILL MAY NOT PERFORM UNPREDICTABLE PRODUCTIVITY ACROSS PORTFOLIO
  52. 52. WHY PRESERVE PERFORMANCE? TEAMPERFORMANCE SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5 HIGH PERFORMANCE TEAM MEDIUM PERFORMANCE TEAM POOR TEAM ~240% greater
  53. 53. KEEPING TEAMS TOGETHER TEAMPERFORMANCE SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5 TEAM
  54. 54. FIXED TEAMS, INDIVIDUAL ROTATIONS TEAM A TEAM B TEAM C TEAM D JUL JAN FEB OCT Rotate individuals occasionally for personal and professional growth
  55. 55. further reading appendix
  56. 56. further reading 1. TEDTalk: Drive: The Surprising Truth About What Motivates Us iit.life/drive 2. TEDTalk: How Great Leaders Serve Others iit.life/david-marquet  3. Book: Coca Cola: Design to Grow with Scale and Agility iit.life/coke  4. Slide Pack: The Netflix Culture iit.life/netflix 5. Website: The Agile Manifesto iit.life/agilem

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