This is the talk we gave at GOAT17 monday november 20th 2017 about or experience transforming a large governemental organization.

1. Large Scale Agile Transformation
in Government: Field report

2. RICHARD MARTIN
Agile Transformation Coach
Performance management
advisor
MBA
Strategic
innovation
Agile-Lean
COO
PMO
Coach, ICF
Product
director
PSM
Industrial engineer
SAFe
Transformations
• Bell
• Bell helicopter
• Labrie
• Telops
• Revenu Québec
JEAN-RENÉ ROUSSEAU
Director Facilité’s Agile Center of Excellence
Agile strategic advisor
20 years in software development
15 years in Agile
10 years in Agile coaching
Used to be a
developer !
DAD
PSM
Transformations
• Desjardins
• Promutuel
• Revenu Québec
• La Capitale
• RAMQ
Change
Management

3. About Facilité
• 25 years old, 500 employees
• Based in Montreal, Québec City and Ottawa
• We started exploring Agile in 2008
• We created our Agile Center of Excellence in 2014
– 30+ senior coaches
– We offer strategic consulting, agile coaching and training
– We consider ourselves pragmatic, results oriented and humble
• We also use Agile within our development centers

4. How hard is it to transform
a large organisation ?

5. We Know the Challenges…

6. Conference’s Objectives
• Give you hints, tips and tricks based on our experience
• Discuss pitfalls and lessons learned
• Try to give you a “push” to move forward

7. 2014 - LAUNCH
About Revenu Québec’s Transformation Program
• 5 years transformation program
• 150 Agile teams (85% projects)
• 1500 people trained
• 10 000 days of coaching effort
• 20 coaches at our peak
2015 - UNLOCK 2016 - ACCELERATE 2017 - OPTIMIZE 2018 - POWER UP

8. ISIT Vice-Presidence
1300
Project1 Project2
Project3
Maintenance
Evolution
300
300
150
100
Methods &
support
Infrastructures
& information services
DB & BI
300
50
EA - Capex investments - PMO - Governance & Strategy
30
70
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit
Integration
bureau
• IT Projects
• CI Projects
• Workmanships
• Training
• Change mngt
• Performance
management
Service delivery
Service deliveryService delivery
Service delivery
4 500
100M$
Corporate Government12 000
7
Revenu Quebec transformation journeyThe beginning

9. ISIT Vice-Presidence
1300
Project1 Project2
Project3
Maintenance
Evolution
300
300
150
100
Methods &
support
Infrastructures
& information services
DB & BI
300
50
EA - Capex investments - PMO - Governance & Strategy
30
70
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit
Integration
bureau
• IT Projects
• CI Projects
• Workmanships
• Training
• Change mngt
• Performance
management
Service delivery
Service deliveryService delivery
Service delivery
4 500
Corporate Government12 000
Revenu Quebec transformation journeyThe beginningThe next wave
20

10. ISIT Vice-Presidence
1300
Project1 Project2
Project3
Maintenance
Evolution
300
300
150
100
Methods &
support
Infrastructures
& information services
DB & BI
300
50
EA - Capex investments - PMO - Governance & Strategy
30
70
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit
Integration
bureau
• IT Projects
• CI Projects
• Workmanships
• Training
• Change mngt
• Performance
management
Service delivery
Service deliveryService delivery
Service delivery
4 500
Corporate Government12 000
Revenu Quebec transformation journeyThe beginningThe next waveThe vertical integration
10 team level +
7org + 3 tech

11. ISIT Vice-Presidence
1300
Project1 Project2
Project3
Maintenance
Evolution
300
300
150
100
Methods &
support
Infrastructures
& information services
DB & BI
300
50
EA - Capex investments - PMO - Governance & Strategy
30
70
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit (client)
Business Unit
Integration
bureau
• IT Projects
• CI Projects
• Workmanships
• Training
• Change mngt
• Performance
management
Service delivery
Service deliveryService delivery
Service delivery
4 500
Corporate Government12 000
Coming – SAFe programs
Program 1 Program 2
Program 3
DEVOPS

13. Make Sure to Have a
Business Case

14. Why are you
interested by
Agile ?
What should
it really bring ?
What may it
change … ?
or break ?
• Deliver together with higher focus & energy
• Create dynamic teamwork and happy employees
• Empower people towards the real value
• Collaborate and innovate to be the best
• Delight your clients
Improve your execution performance

15. Managing new priorities
Projects visibility
Productivity
Time to market
Team morale
88%
83%
83%
81%
81%
• Deliver together with higher focus & energy
• Empower people towards the real value
• Collaborate and innovate to be the best
• Delight our clients
Improve our Execution Performance
What is your business case for Agility ?
What is in YOUR Business Case:

16. Which Agility Are We Talking About Exactly ?
• Global business responsiveness (Deming)
• Governance based on value optimization (new KPI)
• Cross-domain execution frameworks
Project/program/product mngt, budgets, planning, contracts, HR
• New role of the manager
• Scrum & Kanban Teams
Org
Management
Team
First ! Install real
Agile teams
Support self-
organization and
velocity
Cross-team
synchronization
Bring the strategic
epics to the teams
Change your
dashboards
Get the results
(being agile)
Change your
mngt culture
Integrate clients
(at all levels)
Manage teams’
DNA (CoP & radars)

17. Key Lessons
• Make sure you know WHY you are doing it
• Make sure everyone is aligned towards the same vision
– Including the “level” of agility you are targeting to reach
17

18. Structure your
Program to be able to Cope
with Complexity

19. Why You Need a « Scrum like » Structure:
• To create a cadence and synchronization points
• To create alignment between tactical actions and executive
vision
• To adjust priorities according to what we learn and problems
we face.
• To make sure we have an ongoing strategic conversation
about the transformation and its challenges

20. Typical Transformation Program Structure
Transformation
Office
Transformation
Owner
Transformation
Backlog
Transformation « Sprints »
(2-3 months)
Adaptation
Transparency
Inspection
Vision and
Roadmap
Initiatives
Agile
Change
Objectives
Roadblocks
Initiatives
Agile
Agile
Initiatives
Transformation
Team
Agile Center of
Excellence
Support
Innovation
Initial Assessment
Referential
Agile Strategic
advisor

21. Agile
Support
Group
Steering committee
Transformation
Owner
Agile Strategic
advisor
Procurement
Transformation
Office
Revenu Québec’s Transformation Organigram
Enterprise
Architecture
Infrastructure
HR
PMO
DATA
METHO AND
DEV SUPPORT
Initiatives
AgileInitiatives
AgileAgile
Initiatives
« DOMAIN »
Domain org.
coach

22. Key Lessons
• Be careful where you place your coaches in the org chart
• Empower each “domain” to transform themselves
– …but make sure they stay aligned on the same “Agile” vision
• Cadence and synch points are a must to stay aligned
– …but don’t worry if you are not perfectly aligned!
• Kaizen type of workshop will help you work together as a
transformation team
22

23. Select carefully
where to start

24. Big Bang
Vertical
Horizontal
Little Bang
Transformation Strategies
• One program
• All levels integration
• Many programs
• All teams
• No vertical integration
• All
• All
• All
• Project by project
• Several teams
• Step by step
• Cut & pastable changes
• Narrow complex changes
• End to end velocity
• Corpo resistance
because of the hybrid
mode
• Instant next gen at
working level
• High impact
• More resistance
• Water scrum fall
• Fast shake
• Broader hype
• Global change mngt
• Slow rebuild
• … forget vertical
integration
• Less convincing gains
• Easy 100 times =
overall long run
• Late vertical integration
• Easy
Cannot be an
epicentric
strategy
Becoming an epicentric
execution shift, but it
demands high intensity
Perceived as a new way
of coding
Can demonstrate end
to end business gains
with new execution
standards
Pros Cons

25. Key Lessons
• Look for agile enthusiast and favorable context
• Be careful of huge and highly complex project to start with
• Consider going bi-modal (vertical bang!)
• What are the low hanging fruits?
25

26. Communicate your plan
(But the Plan is to Replan)

27. About Transformation Roadmaps
• Helps communicate where you are and were you are going
• Needs to be at the proper level of details
• Needs to be adjusted periodically
• Can it stand on a one pager?

28. Revenu Quebec’s Transformation Roadmap
Milestones
Themes
Epics
Outcomes
KPIs

29. Comité suivi Affaires
2016
Fondation
2017
Adoption
2018
Expansion
2019
Optimisation
Thèmes Stratégies clés Q0
Sept 16 – Déc 16
Q1
Jan 17 – Mars 17
Q2
Avril 17 – Juin 17
Q3
Juillet 17 – Sept 17
Q4
Oct 17 – Déc 17
Q1-Q2
Jan 18 – Juin 18
Q3-Q4
Juillet 18 – Déc 18
Q1 à Q4
Structure et
gouvernance de la
mission
Organisation itérative et
incrémentale
Assurer une conversation
stratégique en continue
Projets porteurs Définir un cadre de gestion de
projet Agile
Réaliser des projets Agile
Livraison continue
et
Service
Converger vers des équipes de
livraison stables
Augmenter le rythme des livraisons
Optimiser la chaîne de valeur de
bout en bout
Formation et
gestion du
changement
Former adéquatement les
premières initiatives
Développer de véritable leaders
Agile
Créer des communautés de
pratique vivante
Métriques Maturité Gartner 2- Répétable 3 - Défini 4 – Continue
Taux de pénétration Projet: 10% (2/20)
Continue:20% (1/5)
Projet: 20% (4/20)
Continue: 40% (2/5)
Projet: 40% (8/20)
Continue: 80% (4/5)
Projet: 60%(12/20)
Continue: 100%
Projet: 100%
Continue: 100%
Structurer la mission Établir Indicateurs de
performance
Mesure d’avancement Mesure d’avancement Mesure d’avancement
Rôles en gestion de projet
(CP,SM)
Réalisation de 3 à 5 projets (accompagnement soutenu)
Rôles contenu (AO, PO)
V1 cadre de
gouvernance
V2 cadre de
gouvernance
V3 cadre de
gouvernance
Première équipe de service en mode Kanban
Réviser structure des
équipes de livraison
Analyse d’impact du mode
Kanban pour FastTrack
2 à 3 équipes de livraison continue en mode Kanban
Mise en place Centre
d’excellence Agile
Stratégies Automatisation et Devops
Passage des autres équipes services en mode Kanban
Métriques de reddition
Agile
Savoir-Être Agile au PGP
(Objectifs)
Autonomie du cursus
de formation
Bonifier Outils de gestion
(JIRA)
Sensibilisation Agile pour tous
Formation « Juste à temps » pour les équipes qui démarrent
Mise en place CoP gestion de
projet
Mise en place CoP métiers
Co-développement pour leaders Agile
Alignement investissements
et équipes de livraison
Ajuster stratégies de
formation et mise en
œuvre
Formations spécifiques métiers Agile
Ajustements suite aux apprentissages et à la rétroaction reçu des équipes
• 100 % des projets à composant TI en Agile
• Des livraisons régulières, rapide, pertinentes
• Des équipes stables et productives
• Un leadership Agile et mobilisant
2020: LA RÉFÉRENCE EN AGILITÉ
Planification initiale Planif Q2 Planif Q3 Planif Q4 Planif Q1 Planif Q2 Planif Q3 Planif Q4 Planif Q1-
Q2
Planif Q3-
Q4
Réalisation de 3 à 5 projets (accompagnement minimal)
Réalisation de 2 à 3 projets (accompagnement soutenu)
Réalisation de 2 à 3 projets
(accompagnement minimal)
Réalisation de projets en mode autonome
Stratégies de formation
Gestion de portefeuille Agile
Le collaborateur efficace
Processus de démarrage
Ajuster compétences du
PGP
Management 3.0
Stratégie documentaire
Bilan an 1
Milestones
Themes
Epics
Outcomes
KPIs

30. To change behaviors,
You need to change KPIs

31. Traditional: Perform = respect the plan
Zero Variance
• Gantt is king
• Pressure is key (wbs)
• Capacity management is the magic
• Perfect plan is the basis
• Variances are devils
• Rebaselining is the pain
• Out of the triangle is fear
• Padding & rigidity are individual
success factors
Agile: Perform = maximize the value
Zero Latency
• Value breakdown is king
• PDCA Cadency is key
• Synchronisation and collaboration are the magic
• Real facts and learnings are the basis
• Bottlenecks & impediments are devils
• Discipline to clarify the stories is the pain
• Value delivery is the true north
• Focus and fast decisions are collective
success factors
Quality&
efficiency
Human
engagement
Different Cultures of Performance Management
Velocity&
relevance

32. LE NOUVEAU TABLEAU DE BORD – IPV 0,5 Risks &
ANDONS
Quality
Customer
satisfaction
Sécurité - E
Données - F
Infras - G
Training
Workmanships
Communications
Value Points Delivered < > Cumulative expenses
(1600 pts) 16% <> 32% after 4 sprints / 12
Product Epic - A
Product Epic - B
Product Epic - C
Product Epic - D
Security - E
DB & BI - F
Infras - G
Agile Dashboard Example

33. Clarify Teams’ DNA
Team Dynamics
Being Agile
Agile Practices
Doing Agile
Organizational
Support
Outcomes
Value, Quality, Flow

34. Send a “Physical”
Signal

35. Revenu Québec’s Offices
New meeting rooms Kanban boards all over the place
Massive investment in open space offices

36. Strategic Execution Kanban

37. Don’t Fall into the
Standardization Trap

38. What’s in That Trap ?
• Soon as you standardized Agile, you become less Agile
– No more auto-organization
(following a process over
individuals and interactions)
– Less innovation and creativity
(what makes sense in my context)
– Agile Coaches become police
officers

39. Balancing Corporate Standards and
Self-Organized Teams
• Look for DAD “Choice is good” approach
– Milestones objectives vs fixed process
• Use patterns to facilitate conversation with teams (and
executives)
– Ex: 4 patterns to play the Scrum Master role, 3 project inception
options, …
• Don’t worry if two coaches don’t give the same answer…

40. Make it stick
Make it
stick!

41. Growing Agile Leadership
Results
Grow people ████████
Dynamize teams █████████████
Manage the ecosystem █████████████
Improve everything ████████████████
Global: 52% █████████████
█████████████████████████
Novice
Advanced
Competent
Profficient
Expert
34%
52%
56%
66%
Grow people
Dynamize teams
Manage the ecosystem
Improve everything
- Clarify roles
- Discuss expected
behaviors
- Auto evaluation
- Observation
- Mentoring
- Coach evaluation
- Community of
Practice
- Codevelopment
- 360 evaluation

43. Make sure you have
a business plan
Structure your
program to deal with
complexity
Select carefully
where to start
Plan, and replan
Change KPIs to
change behaviourSend a physical
signal
Don’t fall into the
standardization trap
Make it stick
Agile transformation journey

44. As a change agent…
• Choose your battle
(let it go)
• Protect yourself
• Reveal the system
• Keep smiling