Beyond Agile: Enterprise agility by prioritising business value

What does it mean to transform core IT systems and deliver new business capabilities through IT during the transformation. 

Transformation programmes have multiple goals and many stakeholders - and as the journey starts, all stakeholders need to aware of the goals and agree on the priority in which they need to be met. This drives the perception of value that is delivered by projects.

We would like to share our experience and learnings based on the framework that we evolved in helping stakeholders identify goal priorities and perceived value of projects from two core systems transformation programmes.

We will also be talking about challenges in bringing together stakeholders;  agreeing on approaches, relative quantification of project value, selecting the next most valuable project from a pipeline and their impact on the overall transformation.

 

 
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Outline/structure of the Session

1) Introduction & Framework  - 30 minutes

Provide background context about the goals of the programme, challenges and introduce the framework with details of how it evolved

2) Experience 1: 20 minutes

3) Experience 2: 20 minutes

Across both these experiences, we wish to talk about how it actually played out in the field and learnings.

4) Summary & QA: 20 minutes

Learning Outcome

As part of sharing the experience, we wish to speak about IT & Business value mapping, how IT can become a strategic partner in defining goals, look at examples of Programme & portfolio management, and overall how IT can enable business agility

We also want to share details of techniques used to identify what is value in a project.

Target Audience

Senior executives, Project Managers, Business Analysts

schedule Submitted 4 years ago

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  • Ellen Grove
    By Ellen Grove  ~  3 years ago
    reply Reply

    Hi Harish - a couple of questions

    1) 90 min seems long for an experience report (usually those are presented in a 20 0r 45 min format).  Might you be able to condense this presention to be able to present it in a shorter talk?

    2) Can you link to any other presentations you've done (slides or video)?

    Thanks!

    Ellen

    • Harish Achappa Kallira
      By Harish Achappa Kallira  ~  3 years ago
      reply Reply

      Hello Ellen,

      On (1) - We wanted to present learnings from two programmes.. We could condense into a 45 min session if needed. Please let me know

      (2) I do not have any slides or videos yet, I will most likely after October (there is an internal TW conf). However, I have provided details about what we want to talk about in this thread

      Thanks

      Harish

  • Tathagat Varma
    By Tathagat Varma  ~  3 years ago
    reply Reply

    Harish - I don't see anything relavant to Beyond Agile in this proposal. You might want to look at other tracks to see if this is a better fit there?

    -TV

    • Harish Achappa Kallira
      By Harish Achappa Kallira  ~  3 years ago
      reply Reply

      Hello Tathagat,

      The reason why I chose Beyond Agile, was because the prioritisation borrowed concepts from Lean. I have changed the theme to Scaled Agile adoption. Was that something you saw closer - can you help by giving some more context to your inputs please

      Thanks

      Harish

  • Prasad
    By Prasad  ~  3 years ago
    reply Reply

    Harih,

    you have mentioned many thing, transfromation, CD, Program / Protfolio management, IT alignment.  You make focus on a specific things whihc prople want some takeaway

    • Harish Achappa Kallira
      By Harish Achappa Kallira  ~  3 years ago
      reply Reply

      Hi Prasad, I have made some updates - do you mind taking a look at it; the other response given to Ebin also has more details.

      Happy to hear any more input from you

      Thanks

      Harish

    • Harish Achappa Kallira
      By Harish Achappa Kallira  ~  3 years ago
      reply Reply

      Hello Prasad, Thanks for your input, I will try and make edits that brings focus to the business value prioritisation framework that we are experimenting with in these two programs.

      The programme(s) have multiple goals - spanning across continuous delivery infrastructure, IT architecture and business goals. Identifying relative priorities across these goals and picking projects that provide most value was the challenge.

      I will reword to bring that focus in to the summary; am working on that - will get some feedback and make changes very soon.

      Thanks a lot

      Harish

  • Ebin John
    By Ebin John  ~  3 years ago
    reply Reply

    Hi Harish,

    Thank you for submitting the proposal. Can you give some more information about the topic? (Links, blogs, other references, etc.).

    - Ebin

    • Harish Achappa Kallira
      By Harish Achappa Kallira  ~  3 years ago
      reply Reply

      Hello Ebin,

      We do not have any link or article already published; and what we want to speak about is not directly available in existing literature or work..some details below; we will be happy to give you any more specific details too..

      How do we prioritise features in a project, and through it, projects in a program, project / program in a portfolio?

      We have size / estimate / effort or rather cost of implementation for the feature / project / program. We thought, if we could measure Business Value delivered and use the Business Value and the Cost of implementation as a pair, we may be able to do a better job. 

      The challenge then came down to setting up a generic framework to relatively size or quantify Business Value.

      We experimented with:

      (1) Set relative prioritisation of programme /project goals 

      (2) Identify and rank potential outcomes for each of the goals

      In one implementation:

      Goal priorities provided an insight and handle into budget and senior stakeholder involvement and direction. Outcome ranking allowed executing stakeholders to set expectations and prioritise features well. This also brought discipline into identifying metrics for project success in the business environment.

      Even better, this let stakeholders use a notional value for the project. The notional value, coupled with size estimates allowed conversations to move from strategy to implementation ("which project is most useful") more smoothly. This notional value was more useful than purely quantitative values for prioritisation.

      We are finding overall more purposeful conversations across stakeholder groups- and a wider acceptance of the framework in the couple of clients we are using them.

      We have interesting observations in the other implementation also. 

      There are a plenty of literature in Business Value Mapping and some experiments in quantifying it. Our experiment is trying to bring a generic framework and implement it in different scenarios to validate the framework. We would be sharing our experience in this presentation.

      Regards

      Harish


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