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OVERVIEW & CASE STUDY www.bmldigital.com COURIER SERVICE
OVERVIEW &CASE STUDY
www.bmldigital.com
COURIER SERVICE
THE SCALE OF THE CHALLENGE
A massive operation• 160,000 Employees, third largest employee in the UK
•£10bn Revenue• 16bn items delivered annuallyPrivatised in 2013, public sector mindset Entrenched processes, bureaucracy, culture Lack of digital or Agile expertiseLarge number of nimble disruptors The “Daily Mail” issue!
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THE CHALLENGE
How to make an old, established, bureaucratic culture embrace a new, dynamic, unstructured process
Product Owners Empowerment
Suppliers/Partners Legal/Procurement
Business vs Customer Service Introduction
Tooling Fear of Failure
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BE PRAGMATIC
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IDEALISMOrg wide roll-out
Singular focus requires
Planning more
Resistance points
PRAGMATISM
Incremental wins Bring
Team on journey
Evolves with org ability
Less resistance points
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ROLL-OUT DETAIL
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Designed a “pilot process”•Small trials quickly•Utilized experienced staff•People, process, technology
Challenges faced•Made tough decisions, not everyone is cut outfor such a cultural shift, don't let them bring you down
•Immature technology stack•Resistance to change
Analytics
OUR SERVICESIdeas
Agile Governance
Innovation Product Delivery Product Growth
Innovate Build Monetise
•Max 100 days•12-20 per year•Partner discovery/engagement•Fail fast•Low engineering quality with minimal automation
•Working prototype•Validate against small select user/focus groups
• Stop/Go decision to add to Product Roadmap
•Max 6 Months•5-6 per year•High engineering quality with full automation•Architectural validation, cloud first•DevOps model•MVP to prove market viability•Soft market launch with Head of PG•Stop/Go decision to add to Core Product Portfolio
•Owns Product Roadmap•Full product commercialisation•P&L Responsibility•3-4 per year•Accepted in to IT & Business
support processes•Continuous Improvement through Cust Feedback•Small change through Kanban/DevOps, max 2 weeks•Large change back on to Product Roadmap or Lab
Customer Insights
Digital Partners
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Prioritisation (all steps)Digital
Add to Product Roadmap?
Add to CoreProduct Portfolio?
UX/CX
DevOps/Architecture/Support/Security
Legal/Procurement/Relevant Business Lines
Support functions
STEERING & GOVERNANCE
MAINTAIN KANBAN
CORE DELIVERY TEAM
SCRUM 2 SCRUM 3SUPPORTING FUNCTIONS AS NEEDED
•FEATURES•NFR•DEFECTS
•TOOLING•PLATFORM•AUTOMATION•SECURITY
SCRUM OF SCRUMS
CROSS-DELIVERY TEAM
MANAGEMENT
INFRASTRUCTURE & DEVELOPMENT MANAGEMENT
SERVICE MANAGEMENT
DIGITAL DELIVERY
PRODUCT EXEC BOARD
DEVOPS EXEC
BOARD
SERVICE EXEC
BOARD
DIGITAL STEERING GROUP
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•PRODUCT OWNER•SCRUM MASTER•PROCUREMENT•LEGAL•STAKEHOLDERS•E.G. PARCELS / OPS / CEBUSINESS
CHANGE•PM•CHANGE LEADS•MARKETING
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OUTCOME
Transformation has occurred – how much?, some is still in place and, interestingly, some of the changes have been adopted in unexpected areas once the tools and processes became known - to the point where some of the original success has tied, but has been adopted organically by teams who understood the value
Innovation process which allows creativity while still working within large scale governanceMoving culture to a consumer-centric thought process (from a traditional public sector model)Moving to data-driven decisions, test the market, fail fast Not all activities were successful
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CONCLUSIONS
Determine the balance between idealism and pragmatism
•We already know Agile is the answer to many dev delivery challenges so the “how” is more important
Emphasise Agile thinking, not just Agile processes Customer not business focusedFoster a culture where failure is something learnt Made tough decisions, not everyone is cut out for such a cultural shift, don't let them bring you downSet realistic and achievable goals:
•Always consider culture and organizations ability for change before starting on journey
People are the key. Process and technology is easy
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Our GetAgile journey to build the foundation has helped Technology to demonstrate our ability to deliver with agility. Go have a look:
Have we made a difference?The GetAgile strategy has achieved our Year 1 objective to deliver 20% of our portfolio using the Agile method
Scaling Agile
Engineering
Platforms
Deliver with Agility
Where Next for GetAgile:Scaling our agile capabilities within the PlatformOperating ModelProviding Solution Engineering with the tools to buildeffective Scrum & KanBan teamsSupport the DwA team to implement the business change agenda
IT Strategy agreed and presented at Town Hall
•Team of 6 mobilised•14 Agile Champions identified•Agile Gating Panel established•Agile Assessment prototype released•Agile portfolio governance controls enforced
•Developed vision for Microservices, DevOps tooling,flexible infrastructure and APIs with BIG team and TDA
•Service Delivery Agile Focus Group initiated•Gained approval for an enterprise scale Azure Service Wrapper for MyPost•Launched Product Thinking cards and piloted Agile Coaching Offices
•Service Management ORR released•4 Agile Coaching Office sessions held•Agile Assessment iterated to MVP•Agile Project Starter Kit released
By May, 6 one-page Cheat Sheets released:•Demos Cheat Sheet•Planning & Estimating Cheat Sheet•Retrospectives Cheat Sheet•Scrum Meetings Cheat Sheet•Sprint Planning Cheat Sheet•User Stories Cheat Sheet
•Team onboarded and announced at Town Hall•Agreed comms plans and started sharing key updates via:
Started Agile Coaching Office sessions
Empowering ChampionsDigital Restructure
AGILE JOURNEY:DECEMBER – MAY 2017
DECEMBERMARCH
MAY
Top 3 blockers:•Leadership•Investment•Sourcing process
GetAgile team hand the batonto the DwA team to lead Business Agility with focus on Leadership, Investments and Sourcing
AGILE JOURNEY:JUNE – AUGUST
JUNE
JULY
AUGUST
•First series of 6 Agile Lunch & Learn launched•7 Agile Coaching Office sessions held•Agile in Action Case Study for Parcelforce& eBusiness Agile Delivery Unit released
•Training budget agreed (not released)
•Agile in Action Case Studies for BIG
& Digital Labs released
•GetAgile team re-formed•5 Agile Coaching Officesessionsheld
By July, 45/122enablers released
GetAgile booklet created to provide the context and foundations of our GetAgile initiative
Learning Pathways released for:
•Project Manager • Service Manager • Ops/Support
•Product Owner • Security • Architecture
•Scrum Master • Test • Developer
Delays on training budget
•Retrospective Coaching started•Case studies presented at Town Hall•1 Agile Coaching Office session held•Second Agile Lunch & Learn series launched
Revised Agile Gating process released and Product Purpose document introduced
4 Agile Health Checks conducted using lessons learnt from Traffic Transformation project. Outcome d etermines whether we take a Teach, Assure or Direct approach.
Traffic Transformation Assurance Report published
AGILE JOURNEY:SEPTEMBER – OCTOBER 2017
SEPTEMBER
OCTOBER
SharePoint site reviewed and refreshed
•Remaining 10 Agile Health Checks completed•DWA and Proof of Value Boards start•6 Retrospective Coaching sessions held•7 Agile Coaching Office sessions held•4 Proof of Value Projects agreed•GIS PoC Agile in Action Case Study released
•2 new Learning Pathways for BSAsand DevOps released•RMG Agile Awareness training launchedto audience of 340
To Jan 2018:•197/340 booked (57% booked)•147/340 attended (42% completed)•On track to complete by end of March
ACI / Isha lead the International transformation for business agility
•13% Pure Agile•5% Hybrid (excluding Fr-Agile)
Agile Collaboration Space launched Collaboration•Avg 6.6 bookings per week space & Tools•21% utilisation•55% positive feedback
AGILE JOURNEY:NOVEMBER – JANUARY 2018
NOVEMBER
Consolidated the DevOps of Digital Labs and Enterprise Tooling Introduced PMO and PPMO to Agile ways of working GetAgile/DwA blocker review meeting8 Retrospective Coaching sessions held5 Agile Coaching Office sessions heldAgile Assessment iterated to CVPAgile Sourcing Approach ratified by DWA
DECEMBER
•Agile Advent Calendar providing 150 employees with a dailyreminder on how to adopt Agile ways of working•2 GetAgile/DwA blocker review meetings•11 Retrospective Coaching sessions held•5 Agile Coaching Office sessions held
ACI / Isha lead the International transformation for business agility
Relaunched Agile Wiki on SharePoint with new content and easier navigation.Split into 4 categories•Ceremonies•Roles•Tools•Definitions
Agile Project portfolio stats refreshed: • 77/122 enablers releasedsince July 2017•Agile Roles Framework and•Readiness Assessment workbegins
Leadership Alignment workshop
JANUARY
Agile Community of Practice • 4 Retrospective Coaching sessions held • Burn Down & Burn Up Chart launched for Business and Technology • 9 Agile Coaching Office sessionsheld • Cheat Sheet released
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4 Agile Coaching Office sessions held
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IT Strategy agreed and presented at Town Hall
• GetAgile business case approved• Team of 6 mobilised• 14 Agile Champions identified• Agile Gating Panel established• Agile Assessment prototype released• Agile portfolio governance controls enforced
• Developed vision for Microservices, DevOps tooling,flexible infrastructure and APIs with BIG team and TDA
• Service Delivery Agile Focus Group initiated• Gained approval for an enterprise scale Azure Service Wrapper for MyPost• Launched Product Thinking cards and piloted Agile Coaching Offices
• Service Management ORR released• 4 Agile Coaching Office sessions held• Agile Assessment iterated to MVP• Agile Project Starter Kit released
• Sprint Planning Cheat Sheet• User Stories Cheat Sheet
By May, 6 one-page Cheat Sheets released:• Demos Cheat Sheet• Planning & Estimating Cheat Sheet• Retrospectives Cheat Sheet• Scrum Meetings Cheat Sheet
• Team onboarded and announced at Town Hall• Agreed comms plans and started sharing
key updates via:Started Agile Coaching Office sessions
Empowering ChampionsDigital Restructure
AGILE JOURNEY:DECEMBER – MAY 2017
DECEMBER MARCH
MAY
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Top 3 blockers:• Leadership• Investment• Sourcing process
• Product Owner• Scrum Master
GetAgile team hand the batonto the DwA team to lead Business Agility with focus on Leadership, Investments and Sourcing
AGILE JOURNEY:JUNE – AUGUST 2017
JUNE
JULY
AUGUST
6• First series of 6 Agile Lunch & Learn launched
• 7 Agile Coaching Office sessions held• Agile in Action Case Study for Parcelforce& eBusiness Agile Delivery Unit released
LLearning Pathways released for:• Project Manager
• Training budget agreed (not released)
• Agile in Action Case Studies for BIG& Digital Labs released
• 4 Agile Coaching Office sessions held
• GetAgile team re-formed
• 5 Agile Coaching Officesessionsheld
45By July, 45/122enablers released
GetAgile booklet created to provide thecontext and foundations of our GetAgile initiative
• Service Manager• Security• Test
• Ops/Support• Architecture• Developer
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Delays on training budget • Retrospective Coaching started
• Case studies presented at Town Hall• 1 Agile Coaching Office session held• Second Agile Lunch & Learn series launched
Revised Agile Gating process released and Product Purpose document introduced
4 Agile Health Checks conducted using lessons learnt from Traffic Transformation project. Outcome d etermines whether we take a Teach, Assure or Direct approach.
Traffic Transformation Assurance Report published
AGILE JOURNEY:SEPTEMBER – OCTOBER 2017
SEPTEMBER
OCTOBER
SharePoint site reviewed and refreshed
• Remaining 10 Agile Health Checks completed• DWA and Proof of Value Boards start• 6 Retrospective Coaching sessions held• 7 Agile Coaching Office sessions held
• 4 Proof of Value Projects agreed• GIS PoC Agile in Action Case
Study released
147• 2 new Learning Pathways for BSAsand DevOps released
• RMG Agile Awareness training launchedto audience of 340
To Jan 2018:• 197/340 booked (57% booked)• 147/340 attended (42% completed)• On track to complete by end of March
ACIACI / Isha lead the International
transformation for business agility
14
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Consolidated the DevOps of Digital Labs and Enterprise Tooling Introduced PMO and PPMO to Agile ways of working GetAgile/DwA blocker review meeting8 Retrospective Coaching sessions held 5 Agile Coaching Office sessions held Agile Assessment iterated to CVPAgile Sourcing Approach ratified by DWA
Agile Collaboration Space launched• Avg 6.6 bookings per week• 21% utilisation• 55% positive feedback
Collaboration space & Tools
13 Agile Assessmentscompleted in 2017(11 approved as Agile)
AGILE JOURNEY:NOVEMBER – JANUARY 2018
NOVEMBER
DECEMBER
JANUARY
• Agile Advent Calendar providing 150 employees with a dailyreminder on how to adopt Agile ways of working
• 2 GetAgile/DwA blocker review meetings• 11 Retrospective Coaching sessions held• 5 Agile Coaching Office sessions held
ACI / Isha lead the International transformation for business agility
Relaunched Agile Wiki on SharePoint with new content and easier navigation.
Split into 4 categories•Ceremonies•Roles•Tools•Definitions
Agile Community of Practicelaunched for Business and Technology
Agile Project portfolio stats refreshed:• 13% Pure Agile• 5% Hybrid (excluding Fr-Agile)
• 4 Retrospective Coaching sessions held• 9 Agile Coaching Office sessions held• 77/122 enablers released since July 2017• Agile Roles Framework and• Readiness Assessment work begins
18Leadership Alignment
workshop
13
• Burn Down & Burn Up Chart• Cheat Sheet released
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REUSABLE PRODUCT INCREMENT
The main challenge we had to overcome was how do we move from waterfall stop-start governance to continuous assurance.By focusing our assurance on the reusable product increment (Prototype, MVP, CVP) we achieved a more intuitive and flexible governance approach. Each reusable product increment is expected to deliver value to the end customer.
Gate 1: Agile Assessment
Gate 3: Product Purpose Assurance criteria for MVP defined
Gate 5: Gating artefacts assured against the MVP criteria agreed at Gate 3
TIMING IN RELATION TO GATE 3 & GATE 5Gate 3 & Gate 5 are only required if thereis a material change to the product purpose
For more details please to theAgile Governance Cheat Sheet
Q1 Q2 Q3 (NO PRODUCT RELEASE) Q4 Q1 YR 2 Q2 YR 2 Q3 YR 2 Q4 YR 2
MVP ITERATE TO CVP CVP CVP2 EXPLOIT VALUE
1
3
2
5GATING DELIVERABLESBased on a principle of continuous assurance, the Gating deliverables are built and assured in increments throughout the delivery lifecycle.
TECHNOLOGY GOVERNANCE: AGILE GATING APPROACH
PROTOTYPE ITERATE TO CVP2
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+44(0)20 345 8000
THANKYOU
BML DIGITAL LIMITED, 71-75 SHELTON STREET, LONDON, ENGLAND, WC2H 9JQ, UNITED KINGDOM
www.bmldigital.com
