sdec 2014 - evolving to agile

Thank you to our Sponsors

Transforming a Public Sector Organization Jason Little, Ardita Karaj

Media Sponsor:

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Hi Ardi, We miss you!

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OUR STORYEvolving to Agile

March 2012 March 2013 October 2014

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THE ORGANIZATION

Born in 19144,300 people organization wide280 in IT12 Change Agents(6 internal, 6 consultants)

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THE ONLY GAME IN TOWN

Legislated by governmentFunded by insurance premiumsUnion and non-union employees

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BUSINESS DESIRE“To be the best public sector organization in Canada”

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IT CAPABILITY

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NEW CIO100 person layoff, outsource of IT operations, massive

modernization program started, end of organizational life

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`

CIO

QMO

Planning & Architecture

EA

CM

PP

Application Development

Dev QA

Business and PM Stuff

PM/BA

Business

PMO

we worked here

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THE PLAN

Training

Evolve Process

Embedded Coaches

Tools/BDD

Q1 2012 Q4 2012

yay! we’re agile!

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APPLYING LEAN STARTUP TO CHANGEwww.leanchange.org

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THE KANBAN PROCESSEnterprise stand-ups, 3 times per week, bi-weekly

“transformation meeting”

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1 Enterprise Kanban

20+ Team/Dept Kanbans

Risks, Issues, Blockers

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KANBAN SAFARI

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TEAM + IMPROVEMENT BOARDSmoving to pull-based coaching

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CROSS-FUNCTIONAL TEAMS

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3 PROJECTS, 3 APPROACHES

pfff Agile? Leave me alone!

we’ll try THAT, but not THAT!

Gimme all the things!

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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)

pfff Agile? Leave me alone!

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AINO - AGILE IN NAME ONLYBPUF, no improvements, PM ran the show

pfff Agile? Leave me alone!

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DAY LATE AND A DOLLAR SHORT?6 months late, littered with bugs

pfff Agile? Leave me alone!

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Accepted coaching support

Co-located team

Dedicated team

Involved client

Visualized work, did stand-ups

Accepted all training (Behaviour Driven Development, Agile delivery etc)

we’ll try THAT, but not THAT!

Project: high profile, history of late delivery with little warning, frequently needed more budget, many “fun” meetings!

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HR EXECUTIVE DIRECTOR:“Helped me understand how much work needed to get done....provided a mechanism to find out problems earlier”

we’ll try THAT, but not THAT!

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THE IRON WHAT?whoopsie.

Cost

Scope Time

we’ll try THAT, but not THAT!

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Accepted coaching support

Co-located team

Dedicated team

Involved client

Visualized work, did stand-ups

Accepted all training (Behaviour Driven Development, Agile delivery etc)

Gimme all the things!

@JASONLITTLE @ARDITA_K #SDEC14

58 FEATURES IN 8 MONTHS, 8 ESCAPED DEFECTS ON THEIR FIRST RELEASE

Gimme all the things!

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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”.

Gimme all the things!

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VISIBILITY 2.0…

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INTAKE PROCESS, LINES OF BUSINESS

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RISKS, RELEASE WALL, CHANGE WORK

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DEPENDANCIES, ENTERPRISE ARCHITECTURE

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CREEPING INTO THE ORGANIZATION

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BRANCHING OUT

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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 HR Lego TDD

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Stuff we’ll talk about next

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 HR Lego TDD

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LEAN COFFEETo support the transformation

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LEAN COFFEE LEAD TO…

connection to the PMO

BA CoP

Geek Talk

“mandated CoP” oops.

Exec Lean Coffee

L&P

M30

Lean Coffee

PMO Study group

Quarterly budgeting

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CULTURE HACKINGexposing dysfunctions

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NON-SOFTWARE TEAMSBig Visible Gantt Chart FTW!

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KANBANIZED HRmoved away from big annual plans

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INNOVATION GAMESProduct box game for CoP’s

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EXECS CHEATING AT PLAYING GET KANBANno really, they tried to cheat

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MANAGEMENT 3.0official management curriculum

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TDD LEGO

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Study groups and training from some awesome people!

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WHAT DID WE LEARN?

Transformational Change cannot be scheduled and budgeted for

Coaching stance is importantToo many simultaneous big changes is bad

Sometimes HR can’t fix people problemsKanban isn’t necessarily less disruptive

Agile thinking must come with technical capability

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WHAT HAPPENED?

Q2 to Q3 2013Half the QMO team moved on QMO was moved into the PMO

New QMO ManagerOptimus Prime (The CIO) left

Q3 to Q4 2013Outsourced companies took over the modernization

program“Kanban” was kicked to the curb to a large degree

~1 year delay on modernization milestonesSevere integration problems

Plan for more outsourcing caused damage with employees

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WHAT HAPPENED?

The Last 3 Months• New CIO (3rd one)• Supportive of Lean/Kanban approach• Many pockets of ‘Kanban’ re-appearing• Moving back to ‘Service Line’ and value stream approach• Building PO mentality with closer connections to

customers• Additional outsourcing was stopped by new CIO, trust

building again…slowly• BA CoP died off :-(• Kudo cards are back!

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From the People!

“It feels like we are getting back to where we were before, and everyone is excited about that. Outsourcing is off the table

and we are working on getting our people ready to take on the support of the new system. They are happy and slowly

starting to trust again.”

“Things that stuck: Kanban when we remember”

“Things that suck: This is MY transformation (<consulting firm> leads, we follow, take minutes, book rooms)”

“Kanban boards continue to be used across the organization, Retrospectives are taking place, mostly on IT projects though”

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CHANGE IS COMPLEX EH?

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LESS PLANNING, MORE EXPERIMENTS

Bob

Jane

Biff

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THANKS!

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