IntroductionWho are these fellows

Brad BennettEnterprise Agile Coach

@EPiCAgileBrad

Greg CollinsDevelopment Manager

@gregcollinsKevin HallTechnical Lead

AWS Summit

AWS Summit

Our JourneyBuild the delivery rhythm at Australian Unity

53,000 home care clients

19 retirement communities

2,110 independent living units

609 operational aged care beds

7 major retirement projects in development

including $1.1bn Herston Quarter in Brisbane

Who is Australian Unity?

176 Financial advisers

$9.5bn in funds under management,

administration and advice

Over 200,000 health insurance policy holders

6 dental centres with over 61,000 patient visits in FY16

Health Retail Corporate Dental Allied Health

1,000,000 customers

More than 7,000 employees

Wealth InvestmentsBankingRetirement HomecareLiving

"Our ambition is to enable millions to enjoy well being "

“This is a story about how Australian Unity has seen a 70% speed improvement in delivering business value when following business agility practices and leveraging AWS.”

What we AchievedIt’s the outcomes that really count

More Ideas

Higher Quality Cost Avoidance

Faster Scalable

Solutions70%

65% 30%

68%

How Startups thinkSurvival Mode

How do we

survive!How can we get

customers?

VISION & STRATGY

Leaders and team are

connected.

GOVERNANCE & PLANNING

Happens culturally over coffee,

foosball & beer

DELIVERY & CHANGE

Small, iterative & fast

How Enterprise Think

VISION & STRATGY

Vision is aligned at executive level,

departments may have different

goals and targets

GOVERNANCE & PLANNING

Formal rules and processes which

must be followed

DELIVERY & CHANGE

Large and Complex

How can we

protect our

brand?

How can we

protect what we

have?

Protection Mode

The Problem: We tried to implement agile, but the

program reverted to waterfall.

The CIO wanted to try again ….

Question: What should we do?

Find a sponsor…who was willing to support a different way of working.

Find a team…who had a desire to go faster and was being constrained by the existing processes.

The Problem: We did not have detailed

requirements to comply with the existing processes

Question: What should we do?

1 Found a willing Business

partner, chose a pilot project

Built good, empowered, cross

functional teams

Started developing our Agile

development standards

Started coaching our Agile

framework – teams,

ceremonies, walls

2345

Released regularly 6

We developed a capability that delivers value faster

Leveraged AWS and

established automated

testing

Build Agile Team

The Problem: The team was performing well and

wanted to stay together, they needed to secure

funding quickly to avoid standing down the team.

Question: What should we do?

Agile Business CaseThe new faster way of working

One Page Agile Business Case

- Roadmap Planning

- Estimation

- Prioritisation

- Return On Investment

- Change Impact

Started an Agile Delivery Framework

- Roles & Responsibility

- Governance

- Team Health1

2

The constraint moved: With value being delivered

faster, releases became our constraint.

Question: What should we do?

New ChallengesScale became a hurdle

• High priority business

ideas are coming

through faster

• Environments no longer

scale with speed of

delivery

• Everything that was slow

became painfully apparent

Delivery Speed Infrastructure Speed Constraints

1. Build an abstract pattern

2. Tagging Governance

• Project Manager (accountable for cost)

• Cost Centre

• Shut down times

3. Infrastructure as code

• Use cloud as cloud

FoundationsSet it up right

1. Security first

• There are no minor breaches

2. Stay consistent

• With your on premise technology

3. Build Testing environments

• As you would Production

SecurityLock it down

1. Manage change and access

2. Spending

3. Architectural principles

GovernanceTrack everything

OLD way

NEW way

Faster

Our Technical ResultsAWS in the real world

68%

The constraint moved: Now we were delivering

faster, we had influx of projects from the business.

Question: What should we do?

What’s the Problem?Theory of constraints

“Busy is not success. Busy is an anti pattern to agility”

Ideas DeliveryFeasibility

Slow

Over Loaded

Very Very Busy

QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4

Agile Strategic PlanningWe made our business objectives visible

• Product Pitching

• Concept Canvas

• Product Pitching

• Concept Canvas• Product Pitching

• Concept Canvas

• Product Pitching

• Concept Canvas

1 Find a willing business partner

Prioritisation

Repeat quarterly

23

Initiative Pitching

45

Visible Strategic Planning Wall

What’s the Solution?Measure so you can optimise your system

There is now flexibility to add

new ideas into the queue

Concept to Cash

Velocity

Cycle Time

Know thy

Constraint

The Problem: The business began widely adopting

Agile Ways of Working. The organisation needed

assurance.

Question: Should companies control agile bottom

up adoption?

Build an Agile FrameworkThe new faster way of working

Rolled Out Agile Delivery Framework

- Roles & Responsibility

- Governance

- Team Health1

2

3 Enterprise Agile Coaching

Stakeholder & Executive

Reporting

Cultural GlueKeeping leaders connected and delivery visible

1 Portfolio Kanban Scrum Of Scrums

Big Room PlanningProduct Owner Guilds,

Community of Practices

Project Showcases 2 3

4 5

The constraint has moved again. Agile teams are

bumping up against non-agile teams which is

slowing the delivery of value.

Question: What should we do now?

How a Large Business Sprints like an AgileStart Up…

How a Large Business Sprints like an AgileStart Up…

…without losing the

governance of the enterprise

How a Large Business enables communication, flexibility & choice…

…without losing the

governance of the enterprise