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!
@JASONLITTLE @ARDITA_K #SDEC14
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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