gtec 2016 beyond waterfall lessons learned on agile in digital government, pwc canada in...

Beyond waterfall: Lessons learned on Agile for digital government

November 3, 2016Ottawa, Ontario

GTEC 2016 - Beyond waterfall: Lessons learned on Agile for digital government2

Setting the context: understanding AgileWhat do government organizations need to understand before using Agile?Case study: British Columbia Pension CorporationLessons learned in enterprise AgileHow can you embark on your Agile journey?

Beyond waterfall: Lessons learned on Agile for digital government

Laurie DesautelsDirector Digital

Part of the PwC network

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PwCGTEC 2016 - Beyond waterfall: Lessons learned on Agile for digital government

3

Audience poll:

Who has been involved in an Agile project in government?

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Agile is an umbrella term referring to the core Agile software development values, principles and practices, as well as the collection of techniques, tools, methodologies and frameworks that support or guide their application.

Setting the context: what is Agile?1

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Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

— Agile Manifesto

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PwC

Methodologies have evolved as the rapid pace of technology change drives projects to deliver value to the business at a faster pace.


1. Fowler Software Design (FSD) 2. Dynamic systems development method

(DSDM)3. Extreme Programming (XD)

Source: https://projectleadershipwaterloo.wordpress.com/2011/05/16/project-management-methodologies/

Hig

hly

stab

le

High change

Waterfall

High collaboration

Low collaboration

Agile-Scrum

PMI

Agile-XP3

Agile-LeanAgile-DSDM2

Agile-FSD1

Rapid ApplicationDevelopment (RAD)

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The 2015 State of Scrum Report says that 95% of organizations surveyed use Scrum in combination with other practices.


Agile Practices in Use– ScrumAlliance, State of Scrum 2015

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Many organizations are embracing Agile techniques.


83%Daily

Standup

82%PrioritizedBacklogs

69%Iteration Planning

79%Short

Iterations

74%Retrospectives

“More than 39% of the respondents practiced Kanban within their organizations, up from 31% in 2014.” Source: VersionOne, 10th State of Agile Report

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The language of Agile, or how do I sound like I know what I’m talking about.


Daily Scrum

Sprint2 – 4 weeks

Sprint Planning

Potentially shippableproduct increment

Sprint Backlog

Sprint Demo & Retrospective

Product Backlog

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PwC

The Product Backlog tells the story of the functional, non-functional and experience requirements.


“As a member, I want to see a list of purchasable gaps in service, so that I can consider a purchase.”

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How do you define Minimum Viable Product?


Image source: http://www.heroes-corp.com/site/go-live-with-the-minimal-viable-product/

Product Vision Minimum ViableProduct Iteration

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Are we done yet? The Definition of Done (or DoD) in Agile.


Source: http://www.agile42.com/en/blog/2015/07/02/definition-done-why-it-matters/And another really good story on DoD: https://www.linkedin.com/pulse/definition-done-anshika-misra

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Use of Agile Management Tools

60%

51%33%

28%24%

18%

18%

16%14%

10%7%

5%3%3%3%

3%

2%2%2%1%1%

Microsoft Excel

Atlassian/JIRA

Microsoft Project

VersionOne

Microsoft TFS

Google Docs

HP Quality Center/ALM

Vendor Y*

In-house/home grown

Bugzilla

IBM Rational Team Concert

LeanKit

Pivotal Tracker

ThoughtWorks Mingle

Target Process

CA Clarity Agile

Vendor X*

HP Agile Manager

Axosoft

No tools at all

Hansoft

Source: VersionOne, 10th State of Agile Report

Notes: Previously vendors “X” and “Y” requested not to be identified in the State of Agile Report. Respondents were able to make multiple selections

And it’s not just about Agile project management tools but tools that support agility in the build, test, and deployment of technology.

With collaboration at the heart of the Agile manifesto, the tools you use should to facilitate and enhance collaboration.

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What do government organizations need to understand before adopting Agile?2

Gert du PreezBC Technology Leader

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1510/27/2016

“Agile is a silver bullet” and other common misconceptions about Agile

Agile projects are chaotic and

involve little planning.Agile lacks risk

management and is inherently

risky.

Agile does not value decision

making governance or accountability.

Agile is only used in tech start-ups and small software development

shops.

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Agile development focuses on the short-term, potentially at the expense of the long-term.


Source: Forrester, Agile-Plus-Architecture: Embrace the Oxymoron, 2015

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Architecture looks to the longer term, potentially becoming irrelevant.


Image Source: Eugene Woronyuk


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Sustainable agility requires both agile development and enterprise architecture.



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What benefits do organizations consistently report that they receive from Agile?


Source: VersionOne, 10th State of Agile Report

85%Increased team

productivity

84%Improved project

visibility

87%Ability to manage changing priorities

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Although it is a leading indicator for success – you do not need a team of Agile experts to attain benefits.


Leading Causes of Failed Agile Projects

46%41%

38%38%38%

36%34%

30%30%

28%27%

25%5%

Company philosophy of culture at odds with core agile valuesLack of experience with agile methods

Lack of management supportLack of support for cultural transition

Inconsistent agile practices and processExternal pressure to follow traditional waterfall processes

Ineffective management collaborationA broader organizational or communications problem

Unwillingness of team to follow agileInability to continuously prioritize work

Insufficient trainingIneffective collaboration

Don’t knowSource: VersionOne, 10th State of Agile ReportNote: Respondents were able to make multiple selections

“[…] even novice project managers with less than six months’ agile experience already achieved better results than those using the traditional waterfall methodology” - Marnewick & Van Wyk, 2016

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Agile presents unique opportunities for the public sector.


Reduces the risk profile of large, multi-

year programs.

Inexperienced teams are still able to reap

some of the benefits of Agile as long as they

adhere to Agile practices (Van Wyk &

Marnewick, 2016)

It is the best answer for rapid software

delivery and is the key enabler of digital transformation.

(Forrester 2015)

Resilient to political transitions due to its adaptive and incremental

approach.

Able to deliver solutions that meet

changing and diverse stakeholder

needs.

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of leaders emphasized that the public service needs to

become less risk averse to be Agile– Canada's Public Policy Forum & PwC Canada, 2015

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While there are risks to using Agile within the public sector, they are not unsurmountable.


A culture of risk aversion

Potential impact to citizens

Agile literacy Rigid structures and processes

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Iteration, innovation, and collaboration doesn’t necessarily make all end-products better. When NOT to use Agile.


When definition,

not speed, is key to

success

When definition,

not speed, is key to

success

When updating legacy

systems

When updating legacy

systems

When there is a very clear

picture of what the final

product should be

When there is a very clear

picture of what the final

product should be

When large volumes of

regulatory and compliance

documentation is required

When large volumes of

regulatory and compliance

documentation is required When

stakeholders will no have the

ability to change the scope of the project once it

has begun

When stakeholders will

no have the ability to change the scope of the project once it

has begun

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The Silver TsunamiGTEC 2016 - Beyond waterfall: Lessons learned on Agile for digital government

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Case Study3

British Columbia Pension CorporationOnline Retirement

Kevin OlineckVP Member Experience

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26

25,400College

AS OFAUGUST 31

2015

309,500Municipal

AS OF DECEMBER 31, 2015

5,300 WorkSafeBC

AS OFMARCH 31

2016

119,100Public ServiceAS OF MARCH 31, 2016

92,800 Teachers’

AS OF DECEMBER 31, 2015

552,100Total

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Citizens prefer to interact with government online.


Percentage of British Columbians prefer to use online first to interact with government to obtain access to services

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The case for change at BC Pension Corporation.


• My Account members increasing at 25% annually• Online pension estimates have doubled since

2012• Retirement applications expected to increase by

more than 80% each year in the next 4 years

• Active and retired members use the web more, and expect services through online channels

• Members expect a good digital experience

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PricewaterhouseCoopers LLP

Current state versus future state vision.

Future• Members can plan to retire and retire

online using a web platform• Processes redesigned around the

member experience using Ux best practices

• Personalized information & secure messaging to meet member expectations


Current• Planning and retirement process is

manually intensive & largely paper-based• Processes are focused on staff and not end-

users• Primary mode of communication with

members is generic and via mail

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3010/27/2016

Knowledge transfer must be individually tailored for the needs & experience of each resource.

Knowledge transfer was a critical success factor.

PricewaterhouseCoopers LLPGTEC 2016 - Beyond waterfall: Lessons learned on Agile for digital government

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Online Retirement Project Outcomes

• Online Retirement met BC Pension Corporation’s business objectives within 8 months

• Delivered a modern platform with a member-centric user experience

• Successfully transferred knowledge from external subject matter experts to internal staff

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PricewaterhouseCoopers LLP

Why did Agile work?

Development and delivery velocity of Agile shortened the “Time to Market” expected by internal and external stakeholders

Agile is founded on human-centred design disciplines and focused on meeting user needs

Agile’s iterative delivery model enables receiving and incorporating feedback early and often to meet changing needs of users and business objectives


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Lessons Learned4

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PwC

Empower Agile teams and roles while ensuring an appropriate level of oversight and control.


Ask project executives to visibly demonstrate their commitment to Agile values and principles

but first provide them with a clear understanding of what they’re being asked to commit to.

Enforce the use of Agile principles and ceremonies

but do consider the use of non-agile roles such as a Project Manager to support alignment to existing project governance platforms.

Use the project or program business case to hold the Product Owner accountable for their decision-making

but do adjust the business case development process, existing templates, and expectations regarding level of certainty.

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PwC

It’s important to strike a balance between ‘must have’ governance structures and mechanisms with Agile practices.


Project Status

Blend Waterfall and Agile reporting methods

Provide context and training to recipients

Encourage attendance at Sprint demos – bring the show to your stakeholders!

Governance Structures

Business Steering Committee

Program/Project Management Office (PMO) Lite

Architecture Review Board (ARB)

Documentation

Accept new documentation formats (e.g. JIRA as a living product backlog)

Appreciate the public sector’s obligation to transparency and accountability as the stewards of public funds.

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No two organizations, team, or project are the same – make adjustments to Agile that work for you.


Workstreams related to areas such as security, architecture, infrastructure, risk management, change management, and communication are executed in alignment with Waterfall practices while the core development and user experience workstreams fully embrace Agile.

While Agile calls out 3 roles – Product Owner, Scrum Master, Scrum Team Member (multi-disciplinary) – there is often a need to further differentiate leadership roles for governance and integration with enterprise IT.

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The development team was allowed to quickly provision additional development environments on demand; however, the production environment remained locked-down.

Recognize that cloud and DevOps are essential accelerators; however, adjust to meet your enterprise process requirements.


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Embarking on your Agile journey5Discuss Agile principles with leadership – be open, honest and frank. Obtain their commitment – or don’t do it at all.

Empower staff to take risks without fear of retribution.

Cultivate skills through holistic knowledge transfer program that includes formal courses, on the job training, coaching and mentorship.

Become comfortable with being uncomfortable and stay the course!

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Your journey to Agile will take place over many projects and many years – and first projects will always be up against the “normal” way of doing things.


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© 2016 PwC. All rights reserved.

PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details.

This content is general information purposes only, and should not be used as a substitute for consultation with professional advisors.

Laurie DesautelsDirector Digital

Part of the PwC network

[email protected]

Gert du PreezBC Technology Leader

[email protected]/ca

Thank you.

Kevin OlineckVP Member Experience

[email protected]

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