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Agile Transformation Journey in Saudi Public IT Sector (By Sultan Al Suhaibani)

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Agile Transformation Journey in Saudi Public IT Sector (By Sultan Al Suhaibani)

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This presentation would cover lessons learned in trying to adopt Agile working practices within the Saudi public sector. We will discuss what has worked and more so what has not worked.

The realities of high-pressure delivery commitments and how to secure executive buy-in to support such teams.

We will take the opportunity to share what Agile practices and techniques are being applied and how business teams are succeeding in their adoption of Agile.

We will also shed light on how public sector can meet their Vision 2030 objectives for effective governance through fostering collaboration, embracing transparency and engaging everyone, which are hallmarks of Agile.

This presentation would cover lessons learned in trying to adopt Agile working practices within the Saudi public sector. We will discuss what has worked and more so what has not worked.

The realities of high-pressure delivery commitments and how to secure executive buy-in to support such teams.

We will take the opportunity to share what Agile practices and techniques are being applied and how business teams are succeeding in their adoption of Agile.

We will also shed light on how public sector can meet their Vision 2030 objectives for effective governance through fostering collaboration, embracing transparency and engaging everyone, which are hallmarks of Agile.

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Agile Transformation Journey in Saudi Public IT Sector (By Sultan Al Suhaibani)

  1. 1. Agile Transformation Journey in Public Sector Presented by Sultan Al Suhaibani
  2. 2. Agenda - • Why? • Saudi Vision 2030 • Challenges • How? • How the agile companies looks like? • How to start the journey? • Change management. • Transformation rollout • Do’s and do not - lessons learned • Recommendation
  3. 3. 2030 Saudi Vision • An Ambitious Nation • Strategic Objective • Enhance government effectiveness • Improve performance of government apparatus • Design a leaner and more effective government structure • Direction: • Organizing ourselves with agility • Goals • To raise our ranking in the Government Effectiveness Index, from 80 to 20 • To raise our ranking on the E-Government Survey Index from our current position of 36 to be among the top five nations.
  4. 4. Challenges IT is disconnected from the business. Software lifecycle is too long Software quality issues found at a late stage Increasing citizen expectations
  5. 5. How the agile companies looks like? AREA Impeded In Transition Agile Organizational structure Function and project based Delivery based organization Metrics Function based Delivery based Tools and technology Traditional tools configured for traditional development Agile-appropriate tools Business/Development relationship Handoff based Product owners are engaged, empowered Executive support Unaware of Agile effort and/or unsupportive Actively involved. Improving organizational agility.
  6. 6. What the value of Agile? 2008 to 2011 • overall development costs reduced by ~40% • programs under development increased by ~140% • development costs per program down 78% Source: A Practical Approach to Large-Scale Agile Development (Addison-Wesley)
  7. 7. Transformation Journey • This journey start with of learning… and unlearning • What is your organization challengespains • Define the business outcome • Promote the agile vision
  8. 8. Transformation Journey 02 03 01 Learn & Unlearn Challenges Effective Strategies Business Outcome
  9. 9. Promote vision: what are they care about? Executive Middle Manager Strategic goals. New technology capabilities ROI, Cost optimization. Building top talent. Risk, security and compliance factors Improve efficiency Source: Tactics for Leading Change - IT REVOLUTION
  10. 10. Tactics for Leading Change • Identify peers who have already shifted their mindset. • Hold Agile information sessions • Make work visible. • Highlight the successful changes of others. • Engage coaches. Source: Tactics for Leading Change - IT REVOLUTION
  11. 11. Best Practices • Start Small – never Big Bang • Think “Agile” rather than “Fast” • Design and Promote your Agile Culture • Have a Communications Plan • Continual Learning and Continual Improvement • Standardize on components, tools and infrastructure • Expect small failures – fixed fast!
  12. 12. Please do not • Agile vision isn’t related to Customer-Citizen value • Failure to Manage Organizational Change • Failure to Collaborate • Expectations is unrealistic • Under invest – especially in skills • Involve just a few leaders • Allow Blame into Reviews
  13. 13. Agile Adoption Duration © 2018 Gartner, Inc. Base: n = 165; Gartner Research Circle members currently using or piloting agile Q. How successful has agile development in your organization been so far? Q. How long has your organization been using each of these agile methods? ID: 350928 Success With Agile Development by Length of Time Using Agile 6% 15% 47% 20% 12% 1 2 3 4 5 6 7 "Success With Agile Development" [1 = Not Successful, 7 = Highly Successful] Mean Shown Successful Less Than 6 Months 6 Months to Less Than 1 Year 1 Year to Less Than 3 years 3 Years to Less Than 5 Years 5 Years or More Size of Bubble Represents Percentage of Respondents With Given Level of Experience
  14. 14. Recommendation • Make Continuous Learning part of the Organization DNA • National - International Agile Awards. • Agile in Universities – Institute • Contribute to the community(meetup)

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