Agile’s not just about ICT | Russell Charlesworth | June 2014
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Presentation on how Agile concepts developed and proven in ICT are transferable to a business context. Presented by Russell Charlesworth at the Local Digital Academy Hot Topic event on 27 June 2014 hosted by the Department for Communities and Local Government.
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Agile’s not just about ICT | Russell Charlesworth | June 2014
- 1. “Agile’s not just about ICT” DCLG 27 June 2014
- 2. Agile for the Enterprise • Theme – Agile concepts developed and proven in ICT are transferable to a business context • The valuable concepts – Incremental thinking and planning – Minimum viable products – Net benefits focus – Simplification ethos – Good Governance remains crucial • Why are these of interest? – A common business/IT language that binds traditionally silo’d teams – ROI from Business Agile can be many times bigger than the best optimised Agile IT Programme – Teams are dysfunctional at every organisational level – Leadership, Planning, operational 2
- 3. Agile Capability Maturity Model • Agile restricted to small, none-critical pilot projects • Scrum-based, some changes to engineering and environment • Staff provided with basic training • Buy-in from engaged business users • Anecdotal evidence of success and improvement 1. AGILE FOUNDATION • Wider adoption within the technology function • Larger projects, more widespread adoption of Agile • Wider use of Agile engineering and release approaches • Some concern regarding visibility and control • Better business engagement and improved quality 2. AGILE PROCESS ADOPTION • Application of Governance to Agile projects • Incremental thinking at programme level • Standardisation of approach throughout function • Engineering processes mandated, automation widespread • Benefits realised at enterprise scale 3. PROGRAMME ADOPTION • Agile at a strategic organisational level • New operating model and Agile portfolio management • Structured approach to business engagement • Reduced waste, improved time to market, increased ROI • Significant competitive advantage 4. THE AGILE ENTERPRISE Organisational Capability Project Capability
- 4. ESCC – Agile Programme The Vision • Maximises operational efficiency and effectiveness • Key response to necessary funding cuts – saves £90M over 10 years • Radical change in the council’s culture required • Improved customer service delivery • New services digital by default, customer centric and Agile by design Stats-at-a-glance • 3 year programme commenced June 2013 • Programme Team has delivered Business case, Business Blueprint, Enterprise Architecture, Information Audit, ICT Roll-out plans, Services roll-out Programme, Property rationalisation plan, Agile Benefits Model, GoAgile Change Model & Communications campaign, PMO Governance, Scorecards & Reporting embedded. • Nearly 3500 people, 5 Directorates and 700 teams will be impacted • Agile Programme includes portfolio of 200+ ICT and transition projects • Cloud-based PMO governance & reporting platform • 18 buildings reducing to 4 Hub buildings • 3500 new laptops, smart phones, tablets and 3G/4G connectivity • c.100 HR policies modified or created • Information audits and EDRM design completed • 5 new generic Agile Business Process improvements agreed • Over 1000 potential new team-level process improvements identified 4
- 5. ESCC – Agile Programme Savings profile •Capital receipts from building disposals •Headcount cuts or freeze with increase in activity •Revenue expenditure reductions in utilities, paper, etc The Challenge •Need for Leadership to drive necessary culture change •Savings to be identified and tracked via administration based headcount reductions •Low staff expectations of technology delivery stems from underwhelming perception of previous IT projects 5
- 6. Insert Video
- 7. Please send any queries to: 7 agile@eastsussex.gov.uk rhc@changemanpartners.com
Notas del editor
- Good morning, I’m Russ Charlesworth and today I want to offer you a different perspective on Agile….one that links Agile with organisational change and culture shift. So what qualifies me to talk about Agile?...well I first encountered it in 2005…back then I was in an Ops Director role for a fast developing SaaS provider that needed a means of controlling an accelerating list of new bus reqts. My next encounters were in 2010 working on a joint security related project using Agile as its selected methodology; albeit differently to the experience of 2005. I was asked to contribute to a Inst of Gov Report called ‘System Error’ which was commissioned to finally convince Gov that there was a viable alternate to the large failed IT projects of the noughties exemplified by the NHS’ hugely expensive NPFiT failure. Having contributed to the reprot I then interviewed 19 CIO’s of Gov Depts to get their reaction to the report’s and the associated Gov IT strategy recommnndations re: the use of Agile. I oversaw various pilots, inc 6 Local Gov ones in 2011/12 and am now using Agile in practice in a large East Sussex CC programme and within a new growth SaaS/Services business called Change Management Partners. I’m an Agile advocate but not an evangalist. In CivEng projects and progs where given the application of geological and eng analysis is now advanced the scope of uncertain factors is relatively low. This would point to the use of a waterfall based methodology.
- So what’s the basic theme we’re exploring in this short session? What’s the most fruitful areas in which to transfer thinking? Incremental thinking – confidence to get started without having full bus reqts and tech specs nailed down…..Know what you don’t know, record it understand its risk, think about how to gain the knowledge alongside embarking on areas that are much more assured. The next 3 are interrelated and are centred on managing the businesses expectations about how products are released – minimum solution features offering lower time to market, co-development of features based on customer based analytics and experential feedback rather than a mkt research driven brief. I assume one of the reasons you’re here is that your orgs are using or contemplating using Agile: Common langauge – its not shoehorning Agile IT concepts and forcing non-IT functions to adopt them i.e. 2 week sprint frequencies. Its capability building – breaking down business problems into incremental parts – segmenting the parts you can impact now as distinct from those that remain hard to describe and understand. Who here works in a dysfunctional team? Really only one…I’d hazard that we all operate suboptimally. Agile is a useful alignment tool in so far as it helps to describe scope and concentrate multi-team effort on common goals e.g. MVP is understood in terms of sales, marketing, support, finance, IT dev etc, etc.
- If you believe what Ive been outlining, then you could accept that Agile can be described as an org ‘capability’ rather than its typical description….. approach, method, artifacts and tools Maturity models are a well established concept in describing At ESCC, we’ve encouraged all teams to self-assess where they are on the Maturity journey by means of a workshop based review of where they are judged on various factors e.g. meeting customer needs and expectations, governance and leadership, change & comms, business processes, ICT, etc The old adage of “when you know where you are you can plan where youre going” holds true. The model is both simple and complex. 4 layers characterised by an org’s level of Agile adoption. Level 1 is about teeth cutting and Level 4 is transformational in term of internal culture. Levels 1&2 are about project delivery while Levels 3 & 4 are centred on changing a business’ DNA.
- I could spend long time talking about our ESCC programme. In short, in ACMM terms, it’s a level 3 & 4 focused change initiative using 4 Agile enablers to drive new ways of working for 3500 staff.
- It’s a Programme mirroring the times we are in. Yes, Customer centric and Digital but grounded in the realities of efficiency and budget cuts.
- We’re very interested in the legacy that our Agile Programme can create. With 20+ external practitioners, there’s a real desire to use the programme as a catalyst to create a different ESCC at the end of it. That’s about using Agile to change people’s relationship with its own organisation. That’s why the ROI from Agile’s application in a business programme will always outgun that of the best ever conceived Agile IT project or prog.
- Thanks for listening and I’d welcome your q’s either now, in the break or after the event.