Outlining business benefits and outcomes and delivering policy with Agility
Improving the alignment of outcomes and benefits to achieve the prioritisation of a policy based (non ICT) program of work to deliver better return on investment for large enterprise s challenging. Mia will discuss how she addressed business agility through working with a Portfolio Management Office (PMO) to assist the Incoming Government Brief (IGB) task force to work iteratively and apply agile practices to draft and deliver policy documentation to articulate the details and costing of policy initiatives from each of the major political parties in the lead up to the Federal election. This involved working with Executives and Business stakeholders within the policy domain during a hectic period where policy could change or be adjusted and costed daily as policies were revealed by each side during the campaign. The policy team need to improve the enterprises business agility to respond to rapid change and this involved working with the leadership across 12 branches to align iterations of draft policy documentation over an intensive period. (the taskforce was pulled together to deliver the IGB over 8 weeks). Specifically, Kanban and Lean were chosen as the method for delivery.
Mia will discuss patterns she used to help teh leaders build basic knowledge of Lean, Kanban and agile patterns and practices to improve efficiency, help reduce risk and contribute to improving the quality of the IGB brief. There was no time for "train everyone" this was a "leaders first" and model behaviour approach to ensure all 12 teams across teh organicsation dlvered and contributed to developing the oucome and involved:
- Coordination of delivery management of 12 teams (each representing their branch) across the enterprise
- Weekly engagement with the executive board to share drafts of chapters, then gather and incorporate feedback from a user-centred perspective to improve transparency and alignment.
- Promoting optimisation of the flow of the work of the brief a whole through a number of draft review cycles.
- Promoting Lean and Kanban approach to delivery of the project.
- Promoting continuous improvement through Inspect/Adapt workshops.
- Coordination of “Scrum of Scrums” key daily meetings to promote collaboration, visibility and transparency.
- Collaborating with the product managers and other delivery managers to coach and lead them and their teams through the adoption of Lean Agile principles.
- Supporting team leads to coordinate the collaborative, dynamic planning process, prioritising the work that needs to be done against the capacity and capability of the team.
- Providing visibility and transparency of work in progress and flow and share this with other teams and stakeholders.
This approach resulted in executives having earlier visibility of the approach and content of the IGB and improved quality of IGB by reducing the risk that significant changes being identified late in the delivery. The Teams were focused to delivery higher value work more efficiently, while being transparent about delays to lower value activities. The success of this initiative in a non-ICT environment has promoted the PMO to look at other business areas to implement Agile to develop an Agile mindset across the Agency.
Outline/Structure of the Keynote
Overview of the applictaion of business agility in a non ict policy area
Discuss the challenges faced with rapid uptake and change to activate business agility
Outline the agile principles and practices used to help executives and leaders during this transititon
Discuss role of leadership and culture in driving change across an enterprise
How to adopt a "leaders first" mindset to allow leaders to truly drive the change and develop a culture for high perfomance
Understanding of Lean/Kanban approach for non software teams to focus on delivery to users over tasks aand optimising flow of work to deliver within a short timeframe
Execuitves, Business managers, product managers,
Prerequisites for Attendees
Experience working with portfolio and program initiatives would be desirable