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.

1. Enterprise Agile
Masterclass @ Industrie IT Academy

2. hello!

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. 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. government health - data APIs
banking - mobile payments
mortgage finance provider -
rescue, stabilise, transform
case studies
1
2
3

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. agility?
what is

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. Why
IS CONSTANT &
ACCELERATING
ABILITY TO
RESPOND
CHANGE
COMPETITIVE
ADVANTAGE=
What is Agile?

10. The Paradigm Shift
from INVESTORS to SCIENTISTS
What is Agile?

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. Target State
WHY?
People culture for growth
WHAT?
Empirical approach
Hypothesise, model & test
HOW?
Incremental & Iterative
Products, People & Processes
What is Agile?

13. agility?
do we have

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. 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. 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. Maximize ROI
MARKET BETS TO CONSTANT INNOVATION
Finance Structures
People & Hiring Structure
Contractual Structure
Support & Learning Structure
Feedback Structure
Are we Agile?

18. agility?
who else has

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. on the journey
next steps

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. 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. case studies

24. Big Data + API
government
& health

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. 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. 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. 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. mobile
platform
banking

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. PRESENTATION
IIT AGILE PRACTICE
Transformation Target
• Speed to market
• Lower product risk
• (later) Save money; create sustainable delivery

32. actions taken
PRESENTATION
IIT AGILE PRACTICE
Done is better than perfect

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. rescue teams
mortgage
financing

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. 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. 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. 8 SPRINTS
65 points targeted
15 delivered

39. 36 SPRINTS
47 points targeted
47 delivered

40. stabilisation
teams
mortgage
financing

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. • Stabilise the squad - create operational cadence
• Stabilise the system
• Meet and exceed expectations
Transformation Target

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. Proof @ Aussie
Started the kanban squad

45. Proof @ Aussie

46. your topics

47. next:
scaling agile
future businesses
thank you!

48. feature teams
appendix

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. 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. 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. 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. KEEPING TEAMS TOGETHER
TEAMPERFORMANCE
SPRINT 1 SPRINT 2 SPRINT 3 SPRINT 6SPRINT 4 SPRINT 5
TEAM

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. further
reading
appendix

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