using kanban in the scottish government
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Kanban in the Scottish GovernmentHow Kanban practices have helped us
respond to four key challenges within mygov.scot
@jose_casal – [email protected]
bitly.com/kanbanscotgov
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Information spread across 160+ organisations
...over 480+ websites
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6 million content items on main websites alone
We have more content items than people
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1. Visualise2. Limit WIP3. Manage Flow4. Make Process Policies Explicit5. Implement Feedback Loops6. Improve Collaboratively, Evolve Experimentally
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WARNINGThese were our responses to our
challenges and in our context
Don’t just copy them, *please*, tailor your own
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Our programme’s reputation was compromised due to early
promises and ambition
#1
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The challenge of digital transformation isn’t one of technology, instead it is one that requires a focus on people
and culture
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We are working with people,not resources
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Avoided the temptation to change everything at once
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We let people know that it is OK not to have all the answers
Proactively supported experimentation
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We were not delivering at a pace that would support our short-term
ambitions, instead blinded by our end-goals
#2
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100-day drives
Short, focused tactical delivery aligned to our product roadmap
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Reorganising into vertical teams to dissolve silos and enable
on-demand deliveryEND-TO-END VERTICAL TEAM
STARS
HORIZON BOARD
NOWNEXTH1H2H3
ARCHITECTURE
PLATFORM
CONTENT
TECHNICAL
CONTENT
SM / PO
BA / UX / UI
USER RES.
STAKEHOLDER MGR.
BA / UX / UI CONTENT DEV / TEST
13
2
4
1 2
3
4
PRODUCT MANAGER
FUNCTIONALMANAGERS
1
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Swiftly moved the programme through beta and live product iterations,
helping provide clarity to others on our maturity and progress
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We struggled with conflicting prioritisation and strong views from
influential members of our senior team
#3
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Improved planning and visibility through the introduction of a roadmap, horizon board and
combined delivery board
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Begun to deliver value early and often
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Morale was suffering within the teams and we were lacking opportunities for
true innovation
#4
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Empowered people to deliver to the best of their ability
(guided by the direction providedby the 100-day objectives)
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Re-introduced regular retrospectives and reignited our
product demos
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Re-introduced Hackathons for the team to explore new ideas and
solutions
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Content colleagues arranged a content rally, which led to…
co-design workshops
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So, have the changes all been worthwhile?
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40+ releases in 200 dayscompared to
2 releases in 8 months
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We have more productive relationships with public sector
subject matter experts
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An increase in the transparency of our planning, clearer short term delivery and improved morale