From Stoneage to Aagile

Evolving to Agile

Ardita Karaj @ardita_k

Jason Little @jasonlittle

transforming a public sector organization

@ardita_k @jasonlittle

Our Story

April 2012 July 2013


The Organization

Born in 1914

4,300 people organization wide

280 in IT

12 Change Agents

(6 internal, 6 consultants)


The Only Game in Town

http://www.autoextract.co.uk/p/legislation_HSG258_COSHH_LEV.php

Legislated by government

Funded by insurance premiums

Union and non-union employees

http://www.autoextract.co.uk/p/legislation_HSG258_COSHH_LEV.php


To Be “the best”

Business Desire IT Capability


Transformation!

http://images1.fanpop.com/images/photos/2100000/kid-optimus-transformers-2173741-600-559.jpg

New CIO

http://images1.fanpop.com/images/photos/2100000/kid-optimus-transformers-2173741-600-559.jpg

The Setup@ardita_k @jasonlittle

CIO

QMO

Planning &

Architecture

EA

CM

PP

Application

Development

Dev QA

Business and

PM Stuff

PM/BA

that’s us!

Business

IT

PMO

The Plan@ardita_k @jasonlittle

Training

Evolve Process

Embedded Coaches

Tools/BDD

Q1 Q4

yay! we’re

agile!


Lean Change:

Applying Lean Startup to Transformation

www.leanchange.org

Executing the Plan

http://www.leanchange.org


“The Kanban Process”


Visibility 1.0

Enterprise Portfolio

Board

Functional

BoardsIssue/Risk/Block

Board


Visibility 2.0

June 2012 July 2013

Growing Up

Gimme everything you got!

We’ll try that, but not that!

pfff, Agile? Leave me alone!!


3 Projects, 3 approaches


pfff, Agile? Leave me alone!

Accepted coaching support

First co-located team

Dedicated team

Involved client

Visualized work, did stand-ups

Accepted all training (Behaviour Driven

Development, Agile delivery etc)



Big plan

“Do as I say” management style

No progress metrics

No process to identify improvements

Lots of overtime



6 months late

littered with escaped bugs



Accepted coaching support

First co-located team

Dedicated team

Involved client

Visualized work, did stand-ups

Accepted all training (Behaviour Driven

Development, Agile delivery etc)Project: high profile, history of late delivery with little warning, frequently

needed more budget, many “fun” meetings!



“Helped me understand how much

work needed to get

done....provided a mechanism to

find out problems earlier”

- executive director of HR



Cost

Scope Time

Didn’t deliver sooner but set better expectations,

team won quarterly perseverance award.


Gimme Everything You Got!

Accepted dedicated coaching support

Team room

Dedicated team (mostly!)

Involved client

Visualized work, did stand-ups, retrospectives

Accepted all training (BDD, Agile delivery etc)


•They used metrics and Retrospectives

•8 escaped defected on their first release.

•The whole project released 58 features on 8+ months




Their Business client:

From:

“I don’t want to see you until

you are done with my

requirements”

to

“I understand what you are

doing and I trust you”.


Tools and Practices


Visibility 3.0

- Enterprise portfolio board

- Issue/risk/blockers

- Release schedule

- Change team initiatives

- Project dependency board

- Working space/adhoc stuff


Branching Out

Oct 2012 July 2013

Becoming Mature@ardita_k @jasonlittle


Socializing Agile and Lean

Stuff we did

gamification

Lean Coffee Executive Lean Coffee

Study Groups

Communities of Practice

Geek Talk

Quality CoP

Evening Meet-ups

External training

ConferencesYammer

Quarterly Budgeting

Management 3.0

Innovation GamesGet Kanban

Re-Designed WorkspacesHack the Culture!

Kanbanized HRLego TDD


Hacking the Culture

May June July Aug Sept Oct Nov Dec


Helping non-IT Manage Work



Kanban in HR, L&P and CM



Innovation Games



Execs Playing Get Kanban



Management 3.0

sep



TDD with Lego



Help from the Community

Study groups and training

from some awesome people!

July 2013


Where are they now?


What Did We Learn?

Transformational Change cannot be scheduled and

budgeted for

Coaching stance is important

Too many simultaneous big changes is bad

Sometimes HR can’t fix people problems

Kanban isn’t necessarily less disruptive

Agile thinking must come with technical capability


So What Happened?

QMO reports to the QMO

Down to 3 coaches

More outsourcing!

@ardita_k

@jasonlittl

e

Thank You!

Handouts and other goodies:

FromStoneAgeToAgile.com

Get Lean Change Management online at

www.leanchange.org

http://www.leanchange.org

From Stoneage to Aagile

Leadership & Management

Transcript of From Stoneage to Aagile