Agile governance The New Disinfectant
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Panel Presentation from Agile Australia 2012 on Agile Governance featuring Pete Tansey, Paul Watson, Renee Troughton, Carolyn Smart and Sarah Pollard
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Agile governance The New Disinfectant
- 1. Agile Governance – The New Disinfectant A Panel Discussion
- 2. Software Education - Pete Tansey (moderator) Suncorp - Paul Watson Telstra - Carolyn Smart General Manager, Enterprise Program Management BankWest - Sarah Pollard Ministry of Social Development – Renee Troughton Panel Introductions
- 3. Agile = delivering projects right Agile governance = delivering the right projects Agile Governance 101
- 4. “Agile Governance is like a disinfectant: it will purify things and help start the healing, but first it’s going to sting like hell!” The new disinfectant
- 5. The flow
- 6. Existing PMO removed Standardized flow and tracking Size does matter Accounting rules do matter Have weak gates Build in strong quality check for capability growth Agile CoE champion ownership of the process Measure waste and VSM Seek forgiveness, complete “tank” support Key elements
- 7. Agile Project Lifecycle and Governance
- 8. Agile projects follow normal PMO processes Agile projects follow standard PMO cost control processes Scope tracked in project cardwall with Customer driving prioritisation of work Project go/no-go decision every four iterations Hard approval gates before iterations start, none after PMO processes modified to support Agile Other project methodologies leveraging Agile methods Agile Project Lifecycle and Governance
- 9. Agile is integrated into standard company governance processes Business Cases are still required Project funding is released incrementally based on value delivered Project Check Points (PCPs) at each Release Project Check Points Evaluate value Revise Determine delivered & Stop / Go Business Case funding for cost Decision & Release Plan next Release performance Reporting of all projects is managed through an enterprise system (Clarity) - Reporting of Agile iterations (e.g. burn downs) is managed at the local Agile team level Governance and Funding For Agile Projects at Telstra
- 10. Corporate Delivery Methodology Idea Launch & Solution Definition Design & Build Development Review Launch Ready Decision Control Decision Control PIR Point 1 Point 2 Agile Delivery Methodology Initi-ate Discover Evolve Operate Project Check Project Check Point Point Release 1 Release 2 Release 3 It1 It2 It3 It4 It1 It2 It1 It2 It3 Governance Framework For Agile Projects at Telstra
- 11. New Project Asset/Application Business and IT Existing Baseline & roadmap requests Strategy Projects Portfolio Governance PORTFOLIO FUNNEL Portfolio Governance Managing WIP to increase throughput Doing the right work Project 1 Project 2 Project 3 Project Governance Project 4 Project 5 Doing the work right Project Governance Governance at 2 levels
- 12. Continuous Budget Level Project Level Improvement Governance Governance PROBLEM / Agile Projects – BT and Business INNOVATION Strategic Innovation and X Regulatory Operational Process BIGGER Problem BIGGER Idea Brief Brief Everyday Problem Solving Major Events • “A” Size Project Fast Track • “B” Size Project Deploy “D” Size • “C” Size Project Deliver Just Do It Enhancements Initiate Concept SOLUTION SOLUTION SOLUTION DEPLOYED DEPLOYED DEPLOYED Levels of Governance
Hinweis der Redaktion
- Can just be a verbalTimeboxed to half day of discussions, finger in the air estimate by a single person based on limited collaboration. WPA is key governance and PM deliverable. Attached into the tracking tool (JIRA) and bound against a released financial cost centre. Classifies the work based upon cost, risk and priority (with model). Includes based upon classification the required deliverables to be produced (with adaptive approval standard), the gates that need to be met.Should we do itIteration Business Planning – what are the features, stories, size, all the usual stuff that we get everyone together to talk about. Business Case Template 6 pages. WPA updated if needed.Presented by the Product Owner, all invested people with a stake in the room to support presentation. WPA kept as a “living document”
- Existing PMO was bloated and took at best case 6 months to get through (average 12 months)Tracking – having a single tool tied to tracking financials and the agile projects and stories is important to remove ‘gaming’ possibilities . All people who had rights to enter new work into this tool were trained. For gates, deliverables and delegated levels of approvals (Minor, Moderate, Major, Significant)For what can be capitilized and when. This greatly impacted the model and behaviour – single workshop phase to reduce waste.Projects could continue despite them waiting for approval. The gating group could hold a project, but at worst there was only a few weeks of waste. Quality was more around capability to write effective business cases. A group of highly experienced and senior Enterprise Business Analysts had this responsibility. It was less about stopping work and more about improving the quality of future work. With no PMO the effectiveness of the governance process was left to the CoE which included passionate Agile champions. This meant that the governance process got improved but remained simple and transparent. Measure when work hits the gate and how long it waits for approval. Minimise the waiting waste periods. Analyse re-tries.Choose the most sensible, simple approach and course correct when someone complains. Have a high level champion that empowers the change but doesn’t dictate approach or detailed outcomes.OUTCOMES => Major projects took at worst 6 weeks end to end through the flow to begin delivery. Average time was 4 weeks. Most of this waste was the physical effort of waiting to get the right people into a room at once for the workshops. STING => Having to classify and categorize all work, having to be quality controlled, getting rules out of accountants.
- Agile projects are managed as part of the greater project portfolio – PMO processes take 6-9 weeks from clear idea to approved business caseFinancial control follows normal Change Request process, but only required when total project budget is impactedScope not managed centrally – emphasis is on having customer make scope decisions jointly with project team – no PMO oversightEvery 4 iterations a go/no-go decision is made by project sponsor to determine if the remaining user stories are worth the investment – success is customer stopping a project early because sufficient value has been deliveredApproval gates are hard to ensure the business case stacks up, then once team starts iterating, the gates are sponsor only unless more funding is requiredThe other methods we use to execute projects are leveraging Agile, with focus shifting from templates and processes to outcomes, allowing flexibility of method – target state is every project can use the right tool or process for the job regardless of source
- All projects are run agile and follow the same governance processComplexity / Size of the project dictates the governance levelsStandardised on artefacts for Costs, Benefits, Risks and ReportingPortfolio Governance is focused on scheduling project work – is now the right time to deliver this projectProject Governance is focused on how the project gets delivered.Without portfolio governance, typical wastes begin to emergeDuplication of workComplex reporting, versions of reporting for different audiencesLack of transparency Difficulty in planning and scheduling of projects and resources Waste due to inefficient project and resource scheduling Suboptimal project oversight and governance
- All projects are run agile and follow the same governance processComplexity / Size of the project dictates the governance levels