creative disruption: a core systems strategy workshop november 3, 2011
TRANSCRIPT
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: [email protected] LinkedIn: www.linkedin.com/in/michaelfoerst Twitter: twitter.com/michaelfoerst