creative disruption: a core systems strategy workshop november 3, 2011

Creative Disruption: A Core Systems Strategy Workshop

November 3, 2011

Source: Standish Group Chaos Manifesto

Average Project Cost Overrun

27%

But one in six exceeded

200%

“The number one reason projects fail The number one reason projects fail is due to absent or inadequate is due to absent or inadequate

executive sponsorship.executive sponsorship.”

1. User Involvement2. Executive Support3. Clear Business Objectives4. Emotional Maturity5. Optimizing Scope6. Agile Process7. Project Management Expertise8. Skilled Resources9. Execution10. Tools and Infrastructure

Source: Standish Group Chaos Manifesto

Game-Game-changing changing BenefitsBenefits

Nerve-Nerve-wracking wracking

Risks Risks CHANGCHANG

EE

CollaborationCollaborationEmbracing ChangeEmbracing Change

High Performance TeamsHigh Performance TeamsWorking Software OftenWorking Software Often

Set of ToolsSet of ToolsDodging DocumentationDodging Documentation

Design MethodologyDesign Methodology

Feature TeamsContinuous IntegrationUser Centered DesignScrum of ScrumsProgram BacklogAnd More

Not Empowering the Team Different World View of Cross-Functional

Teams Discomfort with Identifying Impediments Limited Business Involvement Defining Done “Agilefall”

Generally successful but still not a silver bullet.

Define the program backlog Organize by major features Prioritize features Plan work by team Plan cross-team interactions Visual layout of the program

Define a conceptual Define a conceptual vision to startvision to start

Evolve and change Evolve and change as conditions dictateas conditions dictate

14

Sprint Plan OverviewSprint Plan Overview

15

Features by TeamFeatures by Team

Multiple test sprintsEnd to end testingRegression TestingUser Acceptance Testing

Testing PhaseTesting Phase

Business Case Business Case ObjectivesObjectives

Governance Governance ModelModel

Dedicated TeamDedicated Team

Collocated TeamCollocated Team

handful of parameters guiding independent decision making

rules of the road defining decision making expectations

develop confidence in teammates and expectations to deliver

timely responsive

Supporting FactorsSupporting Factors

Business case became a tool Business case became a tool throughout the program.throughout the program.

Complete RFI

Complete RFP

Set Goals & Objectives

Selection

Project Inception

Mid-Project

Go Live

Q4 Q1 Q2 Q3 Q42006 2007 2008

Q1 Q2 Q3 Q4 Q12009

Base Case

Revised CaseFinalCase

Internal participants 100% committed for the duration of the program

Team collocated at off-site office space Multi-disciplined teams consisting of

internal business SMEs, internal IT analysts, vendor experts and system integrator analysts

The right people and the right The right people and the right partners given the commitment they partners given the commitment they

needed to succeed!needed to succeed!

Lessons LearnedLessons Learned Educate

◦ Product ownerProduct owner◦ ScrumMasterScrumMaster◦ Team membersTeam members◦ Others interacting with the agile teamOthers interacting with the agile team

Communicate, communicate, communicate◦ DeliveryDelivery◦ Daily scrumsDaily scrums◦ Sprint reviewsSprint reviews

Incrementally improve◦ Sprint, assess, sprint againSprint, assess, sprint again◦ Improve the process as well as deliveryImprove the process as well as delivery

Empower the team

Scrum is now the default for all strategic projects

Application maintenance releases follow an agile approach

Adopted for numerous non-project efforts – scrum meeting format, etc.

IT planning follows a conceptual plan with quarterly reviews for the maintenance of projects in the “product backlog”

More dynamic, more transparent, shorter timeframes and focused

on functional deliverables.

Lasting EffectsLasting Effects

Final Note: Invest in lots of

colored Post-It Notes

Questions?Questions?

Michael FoerstMichael FoerstVP of IS / CIO - Missouri Employers MutualContact Information

E-Mail: mfoerst@mem-ins.com LinkedIn: www.linkedin.com/in/michaelfoerst Twitter: twitter.com/michaelfoerst