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Post on 28-Jun-2020
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Oakley Solutions
Embracing the values of the agile manifesto in an
organisation that didn’t really understand!
Fragile Agile
About Paul Hollis
The case for change (why?)
o We were too slow, and what was delivered was low on quality.
o We had the worst staff survey results in the whole of IT.
Catalyst for change
o New leadership team who could admit to each other that ‘there was a problem’.
o Leadership who understood the value of an agile culture and who lived servant
leadership.
Applying the agile manifesto (the what)
To improve our system of work…
…To give our staff a great experience…
…To give our customers great products
Now over to the how…
Individuals and Interactions (teams break)
o Easy bit - Organising our people into feature teams
o Hard bit – being servant leaders. Giving PM’s a choice…
Working Software (processes break)
o Easy bit – Doing experiments and proof of concepts to make the case for
software investment
o Hard bit – Doing no documentation for the sake of a process. EXCEPT to
protect our license to operate (legal and security)
Customer Collaboration (procurement breaks)
o Easy bit – Find product owners
o Hard bit – Convince procurement and suppliers that feature teams contracted
on a T&M basis was mature and thought through
Responding to Change (governance breaks)
o Easy bit - No Projects, No project plans, No milestone reporting.
o Hard bit – Finding a useful alternative - reporting on value created and customer
feedback.
2 years in…
o Reputation for quality and on time delivery. People wanted to work with us.
o The best staff survey results in the whole of IT.
The End. Any Questions?
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