large scale agile transformation in government: field report
TRANSCRIPT
Large Scale Agile Transformation
in Government: Field report
RICHARD
MARTINAgile Transformation Coach
Performance management advisor
MBAStrategic innovation
Agile-Lean
COO
PMO
Coach, ICF
Product director
PSM
Industrial engineer
SAFe
Transformations• Bell• Bell helicopter• Labrie• Telops• Revenu Québec
JEAN-RENÉ ROUSSEAUDirector Facilité’s Agile Center of Excellence
Agile strategic advisor
20 years in software development
15 years in Agile
10 years in Agile coaching
Used to be a developer !
DADPSM
Transformations• Desjardins• Promutuel• Revenu Québec• La Capitale• RAMQ
Change Management
About Facilité
• 25 years old, 500 employees
• Based in Montreal, Québec City and Ottawa
• We started exploring Agile in 2008
• We created our Agile Center of Excellence in 2014
– 30+ senior coaches
– We offer strategic consulting, agile coaching and training
– We consider ourselves pragmatic, results oriented and humble
• We also use Agile within our development centers
How hard is it to transform
a large organisation ?
We Know the Challenges…
Conference’s Objectives
• Give you hints, tips and tricks based on our experience
• Discuss pitfalls and lessons learned
• Try to give you a “push” to move forward
2014 - LAUNCH
About Revenu Québec’s Transformation Program
• 5 years transformation program
• 150 Agile teams (85% projects)
• 1500 people trained
• 10 000 days of coaching effort
• 20 coaches at our peak
2015 - UNLOCK 2016 - ACCELERATE 2017 - OPTIMIZE 2018 - POWER UP
ISIT Vice-Presidence
1300
Project1 Project2
Project3
MaintenanceEvolution
300
300150
100Methods &support
Infrastructures& information services
DB & BI
300
50
EA - Capex investments - PMO - Governance & Strategy
30
70
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit
Integrationbureau
• IT Projects• CI Projects• Workmanships• Training• Change mngt• Performance
management
Service delivery
Service deliveryService delivery
Service delivery
4 500
100M$
Corporate Government12 000
7
Revenu Quebec transformation journeyThe beginningThe next waveThe vertical integration
20
10 team level + 7org + 3 tech
Acceleration & Teamwork
ISIT Vice-Presidence
1300
Project1 Project2
Project3
MaintenanceEvolution
300
300150
100Methods &support
Infrastructures& information services
DB & BI
300
50
EA - Capex investments - PMO - Governance & Strategy
30
70
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit
Integrationbureau
• IT Projects• CI Projects• Workmanships• Training• Change mngt• Performance
management
Service delivery
Service deliveryService delivery
Service delivery
4 500
Corporate Government12 000
Coming – SAFe programs
Program 1 Program 2
Program 3
DEVOPS
Make Sure to Have a
Business Case
Why are you
interested by
Agile ?
What should
it really bring ?
What may it
change … ?
or break ?
• Deliver together with higher focus & energy
• Create dynamic teamwork and happy
employees
• Empower people towards the real value
• Collaborate and innovate to be the best
• Delight your clientsImprove your execution
performance
Managing new priorities
Projects visibility
Productivity
Time to market
Team morale
88%
83%
83%
81%
81%
• Deliver together with higher focus & energy
• Empower people towards the real value
• Collaborate and innovate to be the best
• Delight our clients
Improve our Execution Performance
What is your business case for Agility ?What is in YOUR Business Case:
Which Agility Are We Talking About Exactly ?
• Global business responsiveness (Deming)
• Governance based on value optimization (new KPI)
• Cross-domain execution frameworksProject/program/product mngt, budgets, planning, contracts, HR
• New role of the manager
• Scrum & Kanban Teams
Org
Management
TeamFirst ! Install real
Agile teams
Support self-organization and
velocity
Cross-team synchronization
Bring the strategic epics to the teams
Change your dashboards
Get the results(being agile)
Change your mngt culture
Integrate clients(at all levels)
Manage teams’ DNA (CoP & radars)
Key Lessons
• Make sure you know WHY you are doing it
• Make sure everyone is aligned towards the same vision
– Including the “level” of agility you are targeting to reach
15
Structure your
Program to be able to Cope
with Complexity
Why You Need a « Scrum like » Structure:
• To create a cadence and synchronization points
• To create alignment between tactical actions and executive vision
• To adjust priorities according to what we learn and problems we face.
• To make sure we have an ongoing strategic conversationabout the transformation and its challenges
Typical Transformation Program Structure
TransformationOffice
Transformation Owner
TransformationBacklog
Transformation « Sprints »(2-3 months)
Adaptation
Transparency
Inspection
Vision andRoadmap
InitiativesAgile
ChangeObjectives
Roadblocks
InitiativesAgileAgileInitiatives
TransformationTeam
Agile Center of Excellence
Support
Innovation
Initial Assessment
Referential
Agile Strategic
advisor
Agile SupportGroup
Steering committee
Transformation
Owner
Agile Strategic
advisor
Procurement
TransformationOffice
Revenu Québec’s Transformation Organigram
Enterprise Architecture
Infrastructure
HR
PMO
DATA
METHO AND DEV SUPPORT
InitiativesAgileInitiatives
AgileAgileInitiatives
« DOMAIN »
Domain org.
coach
Key Lessons
• Be careful where you place your coaches in the org chart
• Empower each “domain” to transform themselves
– …but make sure they stay aligned on the same “Agile” vision
• Cadence and synch points are a must to stay aligned
– …but don’t worry if you are not perfectly aligned!
• Kaizen type of workshop will help you work together as a transformation team
20
Select carefully
where to start
Big Bang
Vertical
Horizontal
Little Bang
Transformation Strategies
• One program• All levels integration
• Many programs• All teams• No vertical integration
• All• All• All
• Project by project• Several teams• Step by step
• Cut & pastable changes• Narrow complex changes• End to end velocity
• Corpo resistancebecause of the hybrid mode
• Instant next gen atworking level
• High impact• More resistance• Water scrum fall
• Fast shake• Broader hype• Global change mngt
• Slow rebuild• … forget vertical
integration
• Less convincing gains• Easy 100 times =
overall long run• Late vertical integration
• EasyCannot be an epicentric
strategy
Becoming an epicentricexecution shift, but it
demands high intensity
Perceived as a new way of coding
Can demonstrate end to end business gains with new execution
standards
Pros Cons
Key Lessons
• Look for agile enthusiast and favorable context
• Be careful of huge and highly complex project to start with
• Consider going bi-modal (vertical bang!)
• What are the low hanging fruits?
23
Communicate your plan (But the Plan is to Replan)
About Transformation Roadmaps
• Helps communicate where you are and were you are going
• Needs to be at the proper level of details
• Needs to be adjusted periodically
• Can it stand on a one pager?
Revenu Quebec’s Transformation Roadmap
Milestones
Themes
Epics
Outcomes
KPIs
Comité suivi Affaires
2016Fondation
2017Adoption
2018Expansion
2019Optimisation
Thèmes Stratégies clés Q0Sept 16 – Déc 16
Q1Jan 17 – Mars 17
Q2Avril 17 – Juin 17
Q3Juillet 17 – Sept 17
Q4Oct 17 – Déc 17
Q1-Q2Jan 18 – Juin 18
Q3-Q4Juillet 18 – Déc 18
Q1 à Q4
Structure et gouvernance de la
mission
Organisation itérative et incrémentale
Assurer une conversation stratégique en continue
Projets porteurs Définir un cadre de gestion de projet Agile
Réaliser des projets Agile
Livraison continueet
Service
Converger vers des équipes de livraison stables
Augmenter le rythme des livraisons
Optimiser la chaîne de valeur de bout en bout
Formation et gestion du
changement
Former adéquatement les premières initiatives
Développer de véritable leaders Agile
Créer des communautés de pratique vivante
Métriques Maturité Gartner 2- Répétable 3 - Défini 4 – Continue
Taux de pénétration Projet: 10% (2/20)Continue:20% (1/5)
Projet: 20% (4/20)Continue: 40% (2/5)
Projet: 40% (8/20)Continue: 80% (4/5)
Projet: 60%(12/20)Continue: 100%
Projet: 100%Continue: 100%
Structurer la mission Établir Indicateurs de performance
Mesure d’avancement Mesure d’avancement Mesure d’avancement
Rôles en gestion de projet (CP,SM)
Réalisation de 3 à 5 projets (accompagnement soutenu)
Rôles contenu (AO, PO)V1 cadre de gouvernance
V2 cadre de gouvernance
V3 cadre de gouvernance
Première équipe de service en mode Kanban
Réviser structure des équipes de livraison
Analyse d’impact du mode Kanban pour FastTrack
2 à 3 équipes de livraison continue en mode Kanban
Mise en place Centre d’excellence Agile
Stratégies Automatisation et Devops
Passage des autres équipes services en mode Kanban
Métriques de reddition Agile
Savoir-Être Agile au PGP (Objectifs)
Autonomie du cursus de formation
Bonifier Outils de gestion (JIRA)
Sensibilisation Agile pour tous
Formation « Juste à temps » pour les équipes qui démarrent
Mise en place CoP gestion de projet
Mise en place CoP métiers
Co-développement pour leaders Agile
Alignement investissements et équipes de livraison
Ajuster stratégies de formation et mise en
œuvre
Formations spécifiques métiers Agile
Ajustements suite aux apprentissages et à la rétroaction reçu des équipes
• 100 % des projets à composant TI en Agile• Des livraisons régulières, rapide, pertinentes• Des équipes stables et productives• Un leadership Agile et mobilisant
2020: LA RÉFÉRENCE EN AGILITÉ
Planification initiale Planif Q2 Planif Q3 Planif Q4 Planif Q1 Planif Q2 Planif Q3 Planif Q4 Planif Q1-
Q2
Planif Q3-
Q4
Réalisation de 3 à 5 projets (accompagnement minimal)
Réalisation de 2 à 3 projets (accompagnement soutenu)
Réalisation de 2 à 3 projets (accompagnement minimal)
Réalisation de projets en mode autonome
Stratégies de formation
Gestion de portefeuille Agile
Le collaborateur efficace
Processus de démarrage
Ajuster compétences du PGP
Management 3.0
Stratégie documentaire
Bilan an 1
Milestones
Themes
Epics
Outcomes
KPIs
To change behaviors,
You need to change KPIs
Traditional: Perform = respect the planZero Variance
• Gantt is king
• Pressure is key (wbs)
• Capacity management is the magic
• Perfect plan is the basis
• Variances are devils
• Rebaselining is the pain
• Out of the triangle is fear
• Padding & rigidity are individualsuccess factors
Agile: Perform = maximize the valueZero Latency
• Value breakdown is king
• PDCA Cadency is key
• Synchronisation and collaboration are the magic
• Real facts and learnings are the basis
• Bottlenecks & impediments are devils
• Discipline to clarify the stories is the pain
• Value delivery is the true north
• Focus and fast decisions are collectivesuccess factors
Qu
alit
y&
ef
fici
ency
Hu
man
enga
gem
en
t
Different Cultures of Performance Management
Vel
oci
ty&
re
leva
nce
LE NOUVEAU TABLEAU DE BORD – IPV 0,5 Risks &
ANDONSQuality
Customersatisfaction
Sécurité - E
Données - F
Infras - G
Training
Workmanships
Communications
Value Points Delivered < > Cumulative expenses
(1600 pts) 16% <> 32% after 4 sprints / 12
Product Epic - A
Product Epic - B
Product Epic - C
Product Epic - D
Security - E
DB & BI - F
Infras - G
Agile Dashboard Example
Clarify Teams’ DNA
Team Dynamics
Being AgileAgile Practices
Doing Agile
Organizational
Support
OutcomesValue, Quality, Flow
Send a “Physical”
Signal
Revenu Québec’s Offices
New meeting rooms Kanban boards all over the place
Massive investment in open space offices
Strategic Execution Kanban
Don’t Fall into the
Standardization Trap
What’s in That Trap ?
• Soon as you standardized Agile, you become less Agile
– No more auto-organization(following a process over
individuals and interactions)
– Less innovation and creativity(what makes sense in my context)
– Agile Coaches become policeofficers
Balancing Corporate Standards and
Self-Organized Teams
• Look for DAD “Choice is good” approach
– Milestones objectives vs fixed process
• Use patterns to facilitate conversation with teams (and executives)
– Ex: 4 patterns to play the Scrum Master role, 3 project inceptionoptions, …
• Don’t worry if two coaches don’t give the same answer…
Make it stick
Make it
stick!
Growing Agile Leadership
Results
Grow people ████████
Dynamize teams █████████████
Manage the ecosystem █████████████
Improve everything ████████████████
Global: 52% █████████████
█████████████████████████
Novice
Advanced
Competent
Profficient
Expert
34%
52%
56%
66%
Grow people
Dynamize teams
Manage the ecosystem
Improve everything
- Clarify roles- Discuss expected
behaviors- Auto evaluation
- Observation- Mentoring
- Coach evaluation
- Community of Practice
- Codevelopment- 360 evaluation
Make sure you have a business plan
Structure yourprogram to deal with
complexity
Select carefullywhere to start
Plan, and replan
Change KPIs to change behaviour
Send a physical signal
Don’t fall into the standardization trap
Make it stick
Agile transformation journey
As a change agent…
• Choose your battle(let it go)
• Protect yourself
• Reveal the system
• Keep smiling