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![Project Waste
Australia waste an average of
$139 million for every $1 billion
ASEAN waste an average of $86
million for every $1 billion
Brazil waste an average of
$122 million for every $1 billion
Canada waste an average of
$77 million for every $1 billion
China waste an average of
$76 million for every $1 billion
Europe waste an average of
$127 million for every $1 billion
India waste an average of $81
million for every $1 billion
Latin America waste an average of
$102 million for every $1 billion
Middle East waste an average of
$85 million for every $1 billion
North America waste an average of
$102 million for every $1 billion
Source: Pmi.org. (2018). 2018 Pulse of the Profession Survey. [online] Available at:
https://www.pmi.org/about/press-media/press-releases/2018-pulse-of-the-profession-survey.](https://image.slidesharecdn.com/2021-icagile-publicsectoragilityaccelerator-211217041822/85/Public-Sector-Agility-Accelerator-41-320.jpg)
Uploaded byCraig Smith
Public Sector Agility Accelerator
The document discusses the importance of agility in the public sector, emphasizing the need for governments to adapt to rapidly changing environments and meet citizen expectations. It outlines various frameworks and principles, such as user-centered design and continual feedback loops, to enhance public service delivery while minimizing waste. Ultimately, the document advocates for a shift toward digital service standards and a reduction in project sizes to foster experimentation and innovation in government services.
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Public Sector Agility Accelerator
- 1. dta.gov.au softed.com.au Public Sector Agility Accelerator CraigSmith & Julian Smith
- 2.
- 4. “More agile andmore responsive to the public where they live” Scott Morrison Australian Prime Minister
- 5. 6 “We know wecan do better. We know we can build a more modern, agile and adaptive public service.” Jacinda Ardern New Zealand Prime Minister
- 6. Biden / US 7 “Governmentsat all levels must improve operations... assist agencies to apply agile to business practices” Teresa W. Gerton President and CEO NAPA
- 7. Public Sector Agility “Today’scomplex economic and societal challenges, accelerating technological change and instant communication are forcing governments to change. It is vital for governments to be agile to not only maintain, but even improve, public services, and the capacity of the public sector to answer tomorrow’s challenges in a time of fiscal restraint.” Source: OECD (2015), Achieving Public Sector Agility at Times of Fiscal Consolidation, OECD Public Governance Reviews, OECD Publishing. http://dx.doi.org/10.1787/9789264206267-en
- 8.
- 10. What is “Agile”anyway?
- 11.
- 12. UNOFFICIAL UNOFFICIAL Agile is 20years young…
- 13. Adaptive Software Development ScaledAgile Framework (SAFe) DSDM Framework Disciplined Agile Delivery (DAD) NEXUS Framework Large Scale Scrum (LeSS) Crystal Lean Extreme Programming (EP) SCRUM “Agile” can send you into a spin… Prince2 Agile Kanban Spotify IC Agile DevOps Flow
- 14.
- 15. What is NOTAgile US Department of Defence No Agile BS Guide
- 16.
- 17. Agile Doesn’t ComeEasy or in a Box
- 18. UNOFFICIAL UNOFFICIAL We Need toEmbrace Change
- 19. The Satir Modelof Change Satir, Virginia, et. al., The Satir Model: Family Therapy and Beyond, ISBN 0831400781, Science and Behavior Books, 1991
- 20. Focus on whatmatters
- 21.
- 22. Scope Schedule Cost Traditional Triple-Constraints Triangle Source:Jim Highsmith, Agile Project Management : Creating Innovative Products, 2009
- 23. Agile Triangle Value Quality Scope Schedule Cost Constraints Source: JimHighsmith, Agile Project Management : Creating Innovative Products, 2009 Value (Extrinsic) Value to the customer in terms of a current releasable product Constraints (Scope, Cost, Schedule) Important project parameters, but are not the goal Quality (Intrinsic) Deliver continuous value to the customer, in terms of a reliable, adaptable product
- 24. UNOFFICIAL UNOFFICIAL Citizen Centric Value “The heart ofpublic sector agility is no less than the very reason we exist: our Citizens.” Adapted from: Domains of Business Agility, Business Agility Institute, 2019
- 25. Elements of Value… Customer ValueB2B Value
- 26. Adapted from StrategyzerValue Proposition Canvas
- 27.
- 28.
- 29.
- 30. A Focus on UserCentered Delivery
- 31. As Used by Governments Aroundthe World
- 32. Human Centered Design Designingthe right thing Designing the thing right Validation Ideate Prototype Define Empathise Research Deliver Develop Define Discover Define constraints Explore possibilities Narrow scope Gather data
- 33. Design Thinking +Agile Mindset
- 34. It Often TurnsInto Faux Agile
- 35. As Described Discovery generally takesa few weeks Alpha generally takes a few weeks to a few months Beta generally takes a few months Live lasts as long as the service is viable
- 36.
- 37. Water Scrum Fall MDT/ ART SPRINTS DISCOVERY / ALPHA BETA LIVE
- 38. It Meant This Discoverygenerally takes a few weeks to mobilise and understand the problem Alpha generally takes a few weeks to a few months with continuous iterations every couple of weeks to Beta when user needs are understood or experiments need to be validated Beta generally takes a few months ideally with continuous delivery to Live Live lasts as long as the service is viable Measure Learn Learn Continuous HCD and Agile iterations / valuable delivery Lightweight Governance Lightweight Governance
- 39. UNOFFICIAL UNOFFICIAL DSS Criteria DiscoverAlpha Beta Live 1. Understand user needs CreateValueProposition Canvas Develop personas CreateEmpathy maps CreateUser Journey Map Develop User Research Plan Design hypothesis and experiments Conduct user research and validation Test and iteratelo-fi prototypes with real users Identify user need gaps in theservice/ product Test iterativebuild ofservice/ product with real users Conduct user experiencetesting Demonstratecompleted user research and continuing roadmap Develop user usageand satisfaction metrics Monitor service/ product usageand user satisfaction metrics Identify next problems / opportunities 2. Have amultidisciplinary team Createcoreteam and identify primary roles Identify extended team and service/ product sponsor Onboard discovery team members Conduct team mobilisation Createteam charter / canvas Agreeteam standards and ways ofworking Onboard delivery team members Onboard delivery vendors / suppliers Build / identify coreskills gaps Build initial MVP Build / iteratelive Support beta / live Build / iteratelive Support live 3. Agile and user-centered process Workshops and short design sprints Short design sprints Createuser story map / prioritised backlog Createproduct backlog (with defined user stories for first MVP / beta) Definedefinition ofdone Sprints / Kanban Ongoing refinement and prioritisation ofproduct backlog Sprints / Kanban (for new features and existing support) Ongoing refinement and prioritisation ofproduct backlog 4. Understand toolsand systems Develop high level system architecture Identify high level infrastructure Identify internal / external system dependencies Investigatetechnical feasibility Calculatecost for required tools / systems Develop detailed system architecture Develop information architecture Providerationalefor tools ofchoice/ platform Setup technical tools / DevOps / automated testing Procuresoftware/ vendor management AgreeSLAfor technical support Perform Continuous Integration / Continuous Delivery pipeline Setup production monitoring Createoperational procedures Secureongoing funding for tools and platforms Monitor / updatetools and platforms 5. Make it secure Conduct high level security assessment Develop security architecture Identify security levels and profiles Conduct data mapping and collection Identify legal constraints (eg. FOI, IP, privacy, copyright) Conduct IRAP Assessment with vendor/s Develop security plan and policies (to meet legislativerequirements) Build security in Conduct security testing (eg. penetration, OWASP) Setup users and access control levels Conduct security monitoring Conduct ongoing security testing (eg. penetration, OWASP) 6. Consistent and responsive design Determineaccessibility and design patterns Investigatechannels and touchpoints Consider existing design systems Develop prototypes using design systems and components Createwritten content with consistency in toneand easy to understand language Build consistent and responsivedesign in Updatefor new design patterns and components 7. Use open standardsand common platforms Document high level technical and product standards Consider any open standards, design systems or common shared architectures Consider other experiences from international counterparts Determinetechnical standards and metrics Identify systems/ tools / processes that can beshared Build using technical standards and open platforms (whereappropriate) Updatefor new technical standards / platforms 8. Make source code open Consider open sourcesoftware Consider open sourcecontributions Consider usageofan public open sourcerepository for codeand other artefacts Develop open sourcecontribution and user guide/s Contributeback to open source Commit relevant codeto a public open sourcerepository Contributeback to open source Document reasons for codethat is open and private 9. Make it accessible Investigateaccessibility options Develop prototypes using accessibility best practiceand test with a rangeofdiverseusers Createan accessibility tetst strategy Test accessibility (eg. WCAG compliance2.0 AA) Monitor accessibility compliance 10. Test the service Determinequality and test requirements Develop test strategy Identify required test tools / environments Develop business continuity plans / roll back / data recovery Preparetesting / deployment environment/s Build quality in Test iteratively with useoftest automation Test continuity plans / roll back / data recovery Prepareliveenvironment (ifrequired) Conduct continuous testing and monitoring 11. Measure performance Discuss performancemetrics and definemeasures ofsuccess (eg. user satisfaction, digital uptake, completion rate, cost per transaction) Investigateexisting data and metrics Develop performancetest plan Consider serviceload capacity ofservice Collect baselinedata Consider reporting performanceon theGov Performancedashboard Conduct performancetesting -iterativeand load / scale Preparereadiness to report performanceto Gov Performancedashboard Record key learnings from qualitative/ quantitativedata Conduct continuous testing and monitoring ofperformanceand load 12. Don't forget the non-digital experience Identify business process changeand impact Develop communications plan Identify user journey touch points, context ofuse, digital limitations Design business process changes and process improvement metrics Understand serviceinteraction and channels Implement and test business process change Integrateservicewith other channels to ensureuser support and information is consistent Monitor process improvement 13. Encourage everyone to use the digital service Engagecommunications and marketing teams Review communications and marketing plans Design digital uptakeand target metrics Support communications and marketing plan rollout Review digital uptakeand targets Develop retirement strategy for legacy systems and non-digital channels Support communications and marketing plan rollout Review digital uptakeand targets Commenceretirement strategy for legacy systems and non-digital channels Delivery Management Createservice/ product vision Establish business caseand cost and timewishes Estimatehigh level cost / timefor service/ product Createhigh level service/ product roadmap Estimatecost / timefor discovery Conduct procurement activities Createinitial product / servicebudget and reporting Confirm that product / serviceis adding value, is meeting needs only government can meet, and is not duplicating existing government service/ products Estimatecost / timefor alpha Refineestimatecost / timefor service/ product DefineMVP / beta scope CreateFeatures level stories for serviceand break down user stories for beta Createreleaseplans Cost / timeestimatefor beta Createongoing service/ product support budget Updateservice/ product roadmap Continuously updateservice/ product roadmap Stakeholder Management Identify stakeholders Setup steering committee/ reporting requirements Obtain support from senior stakeholders and ensurethey understand theproblem you aretrying to solve Ongoing stakeholder management and reporting Conduct regular reviews / showcases Ongoing stakeholder management and reporting Conduct regular reviews / showcases Ongoing stakeholder management and reporting Conduct regular reviews / showcases When to stop Thereis no need for what you areexploring Theneed is already been met by another serviceor product from government or industry Adapting or developing another serviceis a better solution Therearetechnical or policy constraints that outweigh thetimeframeor cost wishes It not cost-effectiveto do this Thenon-digital solution is sufficient for user needs DSS Assessments & Governance
- 40.
- 41. Project Waste Australia wastean average of $139 million for every $1 billion ASEAN waste an average of $86 million for every $1 billion Brazil waste an average of $122 million for every $1 billion Canada waste an average of $77 million for every $1 billion China waste an average of $76 million for every $1 billion Europe waste an average of $127 million for every $1 billion India waste an average of $81 million for every $1 billion Latin America waste an average of $102 million for every $1 billion Middle East waste an average of $85 million for every $1 billion North America waste an average of $102 million for every $1 billion Source: Pmi.org. (2018). 2018 Pulse of the Profession Survey. [online] Available at: https://www.pmi.org/about/press-media/press-releases/2018-pulse-of-the-profession-survey.
- 42. Too much isspent on waste
- 43. UNOFFICIAL UNOFFICIAL Your organisation isa value factory - make sure it flows smoothly and efficiently
- 44. Source: Dr MatthewR. Kennedy, Program Executive Office, Defense (Army), Defense Acquisition University, 2018 “You plan it, you build it, you launch it, you get feedback. And you do this constantly,” Gen. Ellen M. Pawlikowski, Commander of Air Force Material Command
- 45. Source: Dr MatthewR. Kennedy, Program Executive Office, Defense (Army), Defense Acquisition University, 2018 “You plan it, you build it, you launch it, you get feedback. And you do this constantly,” Gen. Ellen M. Pawlikowski, Commander of Air Force Material Command
- 46.
- 47. It’s About BusinessAgility … We are about here on our journey
- 48.
- 49. Public Sector Agilityis… Adapted from: • Nikos C. Tsourveloudis & Kimon P. Valavanis. (2002). On the measurement of enterprise agility. Journal of Intelligent and Robotics Systems, 33(3), 329-342. • Dahmardeh Nazar & Pourshahabi Vahid, Agility evaluation in public sector (2009). Chinese Business Review, ISSN 1537-1506, USA. Oct. 2009, Volume 8, No.10 (Serial No.76) “The ability of Government entities to operate successfully in a rapidly changing and complex operating environment by producing high-quality, high-performance, citizen- centric goods and services”
- 50.
- 51. Systems Approach toAgility • Take a Systems based approach to Digital/Agile Transformation • View your organisation as a complex ecosystem • Push / Pull Factors • Most common barrier is “Culture” (not ‘how to do scrum’) • Consider different elements – moving parts in a networked ecosystem • Influence and collaborate across the ecosystem to move dials
- 52.
- 53.
- 54. Activity: Gov Agility Model 7 minutes Whatis working well? https://easyretro.io/publicboard/SsE12Hu 0QvN7ius163ESnJPML9Z2/71d71828- 0913-4425-8f9b-2e0372f25fdc
- 55. Activity: Gov Agility Model 7 minutes Whatis NOT working? https://easyretro.io/publicboard/SsE12Hu 0QvN7ius163ESnJPML9Z2/08848105- df64-4622-a0f2-7810b221d47a
- 56. Find it here:governmentagilitymodel.com 67
- 57. publicsector agility.com Visit usfor the Latest Research, News and More…
- 58.
- 59. How Can WeAccelerate Agility? We need to focus on understanding and realizing Value continuously The world is focused on achieving greater Agility in the public sector to operate effectively in this rapidly changing, complex and fiscally constrained operating environment Our citizens need a seat at the table, to not only understand their needs but design the future with too We need to adopt the Digital Service Standard as the default way of operating. We need to seek to reduce waste in the system which exists today. We need to seek to reduce the size of our projects and see work as smaller ‘experiments’ to test our hypotheses Focus not only on Agile Teams, but also on Government (Business) Agility
- 60. dta.gov.au softed.com.au Thankyou for helping usto Accelerate Public Sector Agility! Craig Smith craigs@softed.com Julian Smith julian.smith@apsc.gov.au apsc.gov.au softed.com.au