Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Using Kanban in the Scottish Government

Slides of the talk at LASCOT15 and LKCE15 describing our experience of using Kanban practices to shape the evolution of the mygov.scot programme of work.

Using Kanban in the Scottish Government

  1. 1. Kanban in the Scottish Government How Kanban practices have helped us respond to four key challenges within mygov.scot @jose_casal – jose.casal@actineo.xyz bitly.com/kanbanscotgov
  2. 2. Information spread across 160+ organisations ...over 480+ websites
  3. 3. 6 million content items on main websites alone We have more content items than people
  4. 4. 1. Visualise 2. Limit WIP 3. Manage Flow 4. Make Process Policies Explicit 5. Implement Feedback Loops 6. Improve Collaboratively, Evolve Experimentally
  5. 5. WARNING These were our responses to our challenges and in our context Don’t just copy them, *please*, tailor your own
  6. 6. Our programme’s reputation was compromised due to early promises and ambition #1
  7. 7. The challenge of digital transformation isn’t one of technology, instead it is one that requires a focus on people and culture
  8. 8. We are working with people, not resources
  9. 9. Avoided the temptation to change everything at once
  10. 10. We let people know that it is OK not to have all the answers Proactively supported experimentation
  11. 11. We were not delivering at a pace that would support our short-term ambitions, instead blinded by our end- goals #2
  12. 12. 100-day drives Short, focused tactical delivery aligned to our product roadmap
  13. 13. Reorganising into vertical teams to dissolve silos and enable on-demand delivery END-TO-END VERTICAL TEAM STARS HORIZON BOARD NOWNEXTH1H2H3 ARCHITECTURE PLATFORM CONTENT TECHNICAL CONTENT SM / PO BA / UX / UI USER RES. STAKEHOLDER MGR. BA / UX / UI CONTENT DEV / TEST 1 3 2 4 1 2 3 4 PRODUCT MANAGER FUNCTIONAL MANAGERS 1
  14. 14. Swiftly moved the programme through beta and live product iterations, helping provide clarity to others on our maturity and progress
  15. 15. We struggled with conflicting prioritisation and strong views from influential members of our senior team #3
  16. 16. Improved planning and visibility through the introduction of a roadmap, horizon board and combined delivery board
  17. 17. Begun to deliver value early and often
  18. 18. Morale was suffering within the teams and we were lacking opportunities for true innovation #4
  19. 19. Empowered people to deliver to the best of their ability (guided by the direction provided by the 100-day objectives)
  20. 20. Re-introduced regular retrospectives and reignited our product demos
  21. 21. Re-introduced Hackathons for the team to explore new ideas and solutions
  22. 22. Content colleagues arranged a content rally, which led to… co-design workshops
  23. 23. So, have the changes all been worthwhile?
  24. 24. 40+ releases in 200 days compared to 2 releases in 8 months
  25. 25. We have more productive relationships with public sector subject matter experts
  26. 26. An increase in the transparency of our planning, clearer short term delivery and improved morale
  27. 27. Thank you. bitly.com/kanbanscotgov @jose_casal / linkedin.com/jcasal jose.casal@actineo.xyz

×