Hydro Tasmania was established in 1914 and generates electricity from renewable sources in Tasmania. It owns and operates 30 hydropower stations, 55 dams, and other infrastructure assets. In 2014, Hydro Tasmania celebrated its 100th anniversary with community events across Tasmania. The document goes on to describe how Hydro Tasmania adapted Scrum and Agile methods within its organizational structure and existing roles to facilitate continuous improvement initiatives.

1. Agile & Scrum
Not just for IT

2. Who we are

3. Hydro Tasmania was established as the Hydro-Electric
Department on 23 October 1914, and started generating
power in 1916.
2014 was our centenary year and an opportunity to
recognise the contribution of the people who have built
the business over the past 100 years.
We celebrated with a program of free community events
across Tasmania.
Find out more and share your Hydro story at
hydro100.com.au
Who is Hydro Tasmania

4. We are a Government Business Enterprise, owned by
the State of Tasmania.
$5.0 billion worth of assets
2653 MW of installed capacity
12 798 GWh output in 2013-2014
We generate electricity from renewable sources and
trade on the National Electricity Market.
Our consulting business Entura delivers specialist
power and water solutions.
Our electricity retail business Momentum Energy
operates in mainland Australia and the Bass Strait
islands.
The facts

5. What makes us different?
100 years of generating renewable energy and
maintaining energy and water assets
Australia’s largest renewable energy generator and
water manager
the driving force behind the development of the
International Hydropower Association
Sustainability Assessment Protocol - an
evaluation tool to support sustainable
hydropower around the world
energy and water consulting services to a broad
client base in Australia, India, southern Africa,
South-East Asia and the Pacific
The way we do things: we work with nature and
look for smarter ways to get things done – that’s
the power of natural thinking!

6. Hydro Tasmania owns, operates
and maintains:
30 hydropower stations
55 major dams
188 headwork gates and valves
22 canals
19 tunnels
43 pipelines
63 generators
1 gas fired power station
3 wind farms
Generation and asset management

7. Introducing Agile

8. Change won’t be easy

9. Budgets and costs

10. Fear of Failure

11. Cylinders of excellence

12. The Scrum approach

13. • Commitment
• Courage
• Focus
• Openness
• Respect
Scrum Vs Hydro Values
• Care
• Achieve
• Innovate
• Collaborate

14. Be visual

15. Show the results

16. What have you been up to?

17. Improvements

18. It was everywhere

19. We’re doing LEAN
How’s that
working out for
you?
We’re not getting
much
improvement
How much time
do you invest in
improvement?
We’re
continuously
improving

20. A bit of a challenge

21. Back to basics
Individuals &
interactions
Working
software
Customer
collaboration
Responding to
change
Processes &
Tools
Comprehensive
documentation
Contract
negotiation
Following a plan
Completed
outcomes Collaboration
Negotiation

22. Scrum Master
Scrum
Master
Hello, Today
I am a

23. Product Owner

24. 1st vs 2nd refinement session

25. Accidental organisational backlog

26. The team

27. Planning

28. Backlog refinement/scheduling

29. Backlog refinement/scheduling

30. Unplanned

31. What to do with Managers?

32. Review

33. The Retro

34. Hackathon

35. • Roles
• Scrum Master – Collective responsibility, shared within a team
• Product Owner – Leveraged existing organisation structure, and scheduled prioritisation meetings
• Ceremonies
• Daily Scrum – No Change
• Planning – Day by day planning boards remain throughout the sprint
• Retro – No change, however improvements are displayed on team wall
• Review – Scheduled for entire organisation quarterly
• Artefacts
• Backlog – leveraged organisational structure and leadership group to build group wide backlog (Backlog of backlogs)
• Team backlogs pulling from backlog of backlogs via existing structures
• Sprint Goal – No Change
Assets & Infrastructure summary

36. Who else?

37. People and Culture (HR Department)

38. Different challenges

39. What do you actually do?

40. Planning by pairs

41. • Roles
• Scrum Master – Collective responsibility, shared within a team
• Product Owner – For each improvement initiative 2 ‘Leads’ were assigned
• Ceremonies
• Daily Scrum – No Change
• Planning & Retro – the planning session was essentially a scheduling of who’s available and when
• Review – Scheduled for entire organisation quarterly
• Artefacts
• Backlog – Was fed based on the unplanned work that was hitting the group.
• Sprint Goal – No Change
People and Culture summary