last how a large business sprints like an agile start up v16
TRANSCRIPT
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IntroductionWho are these fellows
Brad BennettEnterprise Agile Coach
@EPiCAgileBrad
Greg CollinsDevelopment Manager
@gregcollinsKevin HallTechnical Lead
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AWS Summit
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AWS Summit
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Our JourneyBuild the delivery rhythm at Australian Unity
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53,000 home care clients
19 retirement communities
2,110 independent living units
609 operational aged care beds
7 major retirement projects in development
including $1.1bn Herston Quarter in Brisbane
Who is Australian Unity?
176 Financial advisers
$9.5bn in funds under management,
administration and advice
Over 200,000 health insurance policy holders
6 dental centres with over 61,000 patient visits in FY16
Health Retail Corporate Dental Allied Health
1,000,000 customers
More than 7,000 employees
Wealth InvestmentsBankingRetirement HomecareLiving
"Our ambition is to enable millions to enjoy well being "
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“This is a story about how Australian Unity has seen a 70% speed improvement in delivering business value when following business agility practices and leveraging AWS.”
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What we AchievedIt’s the outcomes that really count
More Ideas
Higher Quality Cost Avoidance
Faster Scalable
Solutions70%
65% 30%
68%
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How Startups thinkSurvival Mode
How do we
survive!How can we get
customers?
VISION & STRATGY
Leaders and team are
connected.
GOVERNANCE & PLANNING
Happens culturally over coffee,
foosball & beer
DELIVERY & CHANGE
Small, iterative & fast
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How Enterprise Think
VISION & STRATGY
Vision is aligned at executive level,
departments may have different
goals and targets
GOVERNANCE & PLANNING
Formal rules and processes which
must be followed
DELIVERY & CHANGE
Large and Complex
How can we
protect our
brand?
How can we
protect what we
have?
Protection Mode
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The Problem: We tried to implement agile, but the
program reverted to waterfall.
The CIO wanted to try again ….
Question: What should we do?
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Find a sponsor…who was willing to support a different way of working.
Find a team…who had a desire to go faster and was being constrained by the existing processes.
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The Problem: We did not have detailed
requirements to comply with the existing processes
Question: What should we do?
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1 Found a willing Business
partner, chose a pilot project
Built good, empowered, cross
functional teams
Started developing our Agile
development standards
Started coaching our Agile
framework – teams,
ceremonies, walls
2345
Released regularly 6
We developed a capability that delivers value faster
Leveraged AWS and
established automated
testing
Build Agile Team
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The Problem: The team was performing well and
wanted to stay together, they needed to secure
funding quickly to avoid standing down the team.
Question: What should we do?
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Agile Business CaseThe new faster way of working
One Page Agile Business Case
- Roadmap Planning
- Estimation
- Prioritisation
- Return On Investment
- Change Impact
Started an Agile Delivery Framework
- Roles & Responsibility
- Governance
- Team Health1
2
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The constraint moved: With value being delivered
faster, releases became our constraint.
Question: What should we do?
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New ChallengesScale became a hurdle
• High priority business
ideas are coming
through faster
• Environments no longer
scale with speed of
delivery
• Everything that was slow
became painfully apparent
Delivery Speed Infrastructure Speed Constraints
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1. Build an abstract pattern
2. Tagging Governance
• Project Manager (accountable for cost)
• Cost Centre
• Shut down times
3. Infrastructure as code
• Use cloud as cloud
FoundationsSet it up right
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1. Security first
• There are no minor breaches
2. Stay consistent
• With your on premise technology
3. Build Testing environments
• As you would Production
SecurityLock it down
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1. Manage change and access
2. Spending
3. Architectural principles
GovernanceTrack everything
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OLD way
NEW way
Faster
Our Technical ResultsAWS in the real world
68%
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The constraint moved: Now we were delivering
faster, we had influx of projects from the business.
Question: What should we do?
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What’s the Problem?Theory of constraints
“Busy is not success. Busy is an anti pattern to agility”
Ideas DeliveryFeasibility
Slow
Over Loaded
Very Very Busy
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QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4
Agile Strategic PlanningWe made our business objectives visible
• Product Pitching
• Concept Canvas
• Product Pitching
• Concept Canvas• Product Pitching
• Concept Canvas
• Product Pitching
• Concept Canvas
1 Find a willing business partner
Prioritisation
Repeat quarterly
23
Initiative Pitching
45
Visible Strategic Planning Wall
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What’s the Solution?Measure so you can optimise your system
There is now flexibility to add
new ideas into the queue
Concept to Cash
Velocity
Cycle Time
Know thy
Constraint
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The Problem: The business began widely adopting
Agile Ways of Working. The organisation needed
assurance.
Question: Should companies control agile bottom
up adoption?
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Build an Agile FrameworkThe new faster way of working
Rolled Out Agile Delivery Framework
- Roles & Responsibility
- Governance
- Team Health1
2
3 Enterprise Agile Coaching
Stakeholder & Executive
Reporting
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Cultural GlueKeeping leaders connected and delivery visible
1 Portfolio Kanban Scrum Of Scrums
Big Room PlanningProduct Owner Guilds,
Community of Practices
Project Showcases 2 3
4 5
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The constraint has moved again. Agile teams are
bumping up against non-agile teams which is
slowing the delivery of value.
Question: What should we do now?
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How a Large Business Sprints like an AgileStart Up…
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How a Large Business Sprints like an AgileStart Up…
…without losing the
governance of the enterprise
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How a Large Business enables communication, flexibility & choice…
…without losing the
governance of the enterprise