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Agile Governance – Managing the Enterprise Issues


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IT governance models have been developed largely to deal with traditional waterfall-style development. The rapid increase in the adoption of Agile software development raises a variety of important questions about governance:

• Can existing governance models deal with Agile development?
• How well have those existing governance models been dealing with IT performance and risk management?
• What new patterns for IT governance might be necessary to realise the benefits of faster time-to-market and better IT business alignment promised by more Agile delivery models?

This seminar will explore these and related questions from the perspective of lessons learned from enterprise Agile adoption.

• ThoughtWorks has been assisting organisations in Agile adoption for over 10 years and deals regularly with the challenges of governance and compliance protocols
• Suncorp is carrying out the largest Agile change programme in Australia and has had to grapple with numerous governance concerns
• Lonely Planet’s award-winning web site was recently relaunched after an extensive retooling of its development practices, featuring both Agile adoption and fundamental changes to its operational model

About the Speakers
Nigel Dalton, GM IT, Lonely Planet
When Nigel joined Lonely Planet in 2007, the seeds of an Agile IT organisation had just been planted. With ThoughtWorks’ assistance, Nigel introduced Agile practices across the enterprise and was instrumental at introducing and embedding Agile governance at the board level.

Josh Melville, Executive Manager, Suncorp
Josh is Executive Manager, Portfolio and Performance Services within Suncorp Business Technology and is responsible for portfolio and performance reporting, strategy coordination and risk and compliance. Josh was previously a Change Leader on the Suncorp BT Agile Change Program, responsible for maintaining the overall program of work, tracking performance and managing relationships with the Agile strategic partners.

Lindy Stephens, Professional Services Manager, ThoughtWorks
Lindy has over 10 years experience in working as a Project / Programme Manager for software delivery projects, mostly working with large Australian financial institutions. During this time, Lindy was often called upon to help organisations transition from more traditional software development approaches to what is now colloquially known as Agile software development.

Published in: Technology, Business
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Agile Governance – Managing the Enterprise Issues

  1. 1. Quarterly Technology Briefing<br />Agile Governance - Managing The Enterprise Issues<br />
  2. 2. AN/FSQ-7<br />
  3. 3.
  4. 4. To my mind, the question that’s much more important than how to control a software project is, why on earth are we doing so many projects that deliver such marginal value? <br /> - Tom DeMarco, July 2009<br />
  5. 5.
  6. 6. Lonely Planet’s route to agile<br />
  7. 7. The illusion of control in IT projects<br />I’d strongly suggest that we pick a date to catalyse our efforts and hold ourselves accountable to delivering <br />full scope on budget. It will be a rallying call for <br />all of us and <br />something to shift our culture to holding deliverables to deadlines. <br />
  8. 8. The new look of governance<br />
  9. 9. Governance at the coal face<br />
  10. 10. Agile’s ultra-transparency invites critique<br />17 days<br />4 days<br />Initiation<br />Detailed Product Design<br />Prep<br />Develop and Test (usually 2 weeks)<br />Release<br />Idea<br />Concept to Cash<br />Average Cycle Time from Initiation to Release: 78 days!<br />25% of this time is spent actually creating value. The rest is waste.<br />Often there is an additional 2 weeks after deployment before advertisements generate cash.<br />
  11. 11. Essential ‘coal-face’ governance equipment<br />
  12. 12. CFO’s & Lawyers: where’s the guarantees?<br />
  13. 13. ITIL governance plugs right in<br />
  14. 14. Communication &gt; governance<br />
  15. 15. Outsourcing agile? Can it work?<br />
  16. 16. How does Agile survive and thrive in a corporate ? <br />
  17. 17.
  18. 18. Three stories about Agile..<br />1<br />2<br />3<br />Agile and the Beast<br />Agile’s Adventures in Wonderland<br />The Wizard of Agile<br />
  19. 19. Agile and The Beast<br />PMOs and the ‘G’ word..<br />How much governance does a self-directed,self-organising project team need ?..<br />
  20. 20. Agile and The Beast<br />Don’t you know who I am.. ?!<br />The role of the PMO has to change..<br />
  21. 21. Agile and The Beast<br />Don’t you know who I am.. ?!<br />How can a PMO compete with this ?<br />
  22. 22. Agile’s Adventures in Wonderland<br />What about the people.. ?<br />It’s a truly wonderful place,<br />but requires people to be, well, different..<br />
  23. 23. The Wizard of Agile<br />What about the risk.. ?<br />Actually, Agile is all about risk mitigation..<br />
  24. 24. The Wizard of Agile<br />“Audit says no”<br />The intent of an audit is to assess if<br />you did what you said you would do..<br />
  25. 25. In the end..<br />You Say..<br />I Say..<br />In Agile, it’s just different, that’s all..<br />Bridging the gap is easier than you might think !<br />