Outcomes delivered throughout the project not just at the end. This is agile - the better way to work.

1. THE
AGILE
WAY WE
WORK.

2. 2
BUSINESS
PRIORITIES.
BUSINESS
CHANGE. RISK.
REGULATORY
CHANGE.
STATIC
REQUIREMENTS.
IMAGINE IF YOU DIDN’T NEED TO HAVE ALL THE ANSWERS
UP FRONT.
REQUIREMENTS
DISCOVERY.
EVOLVING
PREFERENCES.
COMPETITIVE
LANDSCAPE.
ORGANISATIONAL
CHANGE.
CUSTOMER
EXPERIENCE.

3. 3
Hard for the
business to
embrace an
outcome they
asked for but
didn’t want.
IMAGINE IF THE PROJECT HAD REGULAR ALIGNMENT AND
NO SURPRISE OUTCOME.

4. 4
IMAGINE IF OUTCOMES WERE DELIVERED THROUGHOUT
THE PROJECT, NOT JUST AT THE END.
Traditional
Agile
BUSINESS VALUE RISK

5. THERE’S ALWAYS A BETTER WAY.

6. 6
EVERYONE IS TALKING ABOUT AGILE.

7. 7
BUT WHAT IS IT?
 Regular deliveries of business value
 Flexibility to adapt to evolving/ emerging requirements
 A different way of engaging with your supplier
 A different way of running the project within the business
 Efficiency - less of what you don’t need and more of what you really need

8. 8
HOW DOES IT WORK?
DAILY SCRUM/STAND UP.
SPRINT
2-4 WEEKS.
24 HOURS.
WORKING INCREMENT
OF THE PRODUCT.
PRODUCT
BACKLOG.
SPRINT
BACKLOG. ITERATION.

9. 9
 Shippable increments of
working software
 Product Backlog defines
scope
 Epic  Story  Task
 Sprint Backlog defines
the deliverables from the
next sprint
 Highly collaborative
 Close client
engagement with
HansenCX team
DELIVERY.
HOW DOES IT WORK?

10. 10
 Internal metrics
 Story points
 Velocity
 Sprint burndown
 Different to budget
burndown
 Highly transparent
 Daily standups
MEASUREMENT & TRACKING.
HOW DOES IT WORK?

11. 11
 Continuous
Improvement
 Regular retrospectives
 Fast Feedback
 Regular client feedback
 Backlog grooming
 Sprint planning &
reviews
LEARNING & ADAPTING.
HOW DOES IT WORK?

12. HOW HAVE
WE USED
AGILE?

13. 13
 Large fiber-based broadband provider
for internet, TV, telephony
 Implementing full Billing and ERP
solution with +300 users
 3+ years, ~6k days, ~50 people
 Migration of + 100k B2B+B2C
customers
NavibillingCX, Denmark
NEW
INSTALLATION.
AGILE BENEFITS:
 Phased deliveries, focus on fast time-
to-market, first go-live after 6
months
 Ability to adapt scope with
requirements changing over such a
long implementation period
 Full transparency with burndown
and ensuring focus on current
impediments

14. 14
 Large North American utility
 Migration of 1800+ very complex C&I
accounts from manual & satellite
systems
 26 months & ~40 people
 Distributed team across 4 countries,
multi-locations
 Transitioned to agile during project
NirvanasoftCX, USA
COMPLEX
BILLING.
AGILE BENEFITS:
 Improved alignment of requirements
& discovery
 Better customer experience
 Increased transparency on progress
 Phased delivery of benefits
 Easier to change / reprioritise
deliverables on business need
 Improved risk management

15. 15
 Large distribution companies in QLD
and NSW
 “Power of Choice” metering reforms /
smart metering
 15 month implementation
 4000+ days development
 Fixed market deadline with undefined
requirements
PeaceCX, Australia
REGULATORY
CHANGE.
AGILE BENEFITS:
 Ability to focus short-term delivery
goals within a broader programme of
work.
 Ability to prioritise and reprioritise as
requirements emerged and goal-
posts changed
 Progressive de-risking of solution for
market compliance

16. 16
 Business transformation of a large
energy retailer
 3+ years, 44k days, ~65 FTE
 5 Scrum teams
 Hybrid agile model
 Project-level roadmap
 Major releases incl. multiple sprints
 Greater level of epic/story
documentation per release
 All other agile rituals apply
HubCX, Australia
BUSINESS
TRANSFORMATION.
AGILE BENEFITS:
 Predictable Roadmap with on time
business benefits
 Delivery confidence through team
structure and clear accountability
from all
 Easier to manage change
management
 Ability to run a fixed price model
with backlog flexibility

17. No one-size fits all.
COMMONALITY.
SAME
 HansenCX Scrum or Kanban
methodology
 Internal HansenCX development
processes per product
 HansenCX team roles & responsibilities
DIFFERENT
 Different hybrid approaches
 Project management & governance
processes
 Sprint cycle duration
 Commercial engagement (eg T&M vs
Fixed Price)
 Timing & level of up-front scope
detail
 Collaboration approach (meetings vs
documents)
 Co-locate vs Remote resourcing mix

18. SOUNDS GREAT, BUT WOULD
IT WORK FOR YOU?

19.  Organisational Inertia
 Aligned Expectations
 Vendor Relationship
 Procurement / Governance
KEY CONSIDERATIONS.
OBSTACLES.

20. 20
 Use a good change management framework
 Qualify your advisors
 Compelling expert advice often lacks context
 Design around constraints
 Agile is not binary
SOME APPROACHES.
 Do just one thing using agile
 Then showcase it
 Recognize that Agile is a journey
 Open discussion with your Vendor
 Leverage HansenCX global experience!
UNFREEZE
Ensures that employees are
ready for change.
CHANGE
Execute the intended change
REFREEZE
Ensures that the change
becomes permanent

21. 21
 SCOPING, REQUIREMENTS & DESIGN
 Business SME availability – continuous vs
scheduled
 Procurement process – certainty vs flexibility
 Documented traceability in business
transformation
 RELEASE FREQUENCY
 Regular incremental benefit vs fewer changes
 Scheduled upgrade windows
 Upgrade dependencies
 Sprint “demo” vs delivery
TWO AREAS TO REVIEW – PER PROJECT
HYBRID APPROACH.

22. 22
 Delivery is more timely and cost
effective
 More collaborative and Engaging
 Deliver a better solution, through
continuous
alignment
 Continuously improve, for future success
 The project is a better customer
experience
WHAT ARE YOUR OBJECTIVES?
THE KEY TO AGILE ADOPTION.
Focus on the business outcomes not the academic debates, and
communicate, communicate, communicate

23. IN SUMMARY.
If you are interested to find out more..
contact us at hansencx.com

24. THANK YOU.