Having business people in the PO role within the agile teams allowed quicker access to business/user expertise that helped with designing and building systems that better meet the needs of clients and business.
ZXM’s coaching demonstrated that capability maturity and cultural change are built iteratively and incrementally and by focusing on continuous improvement was able to scale across the division within 12 months.
Value Stream Mapping highlighted to business and the solution development team, where there was duplication and waste and where they could streamline the process and work in parallel to deliver the features faster.
Setting up a Product Management Group provided visibility of the whole pipeline in priority order across the whole program and clear governance around responsibilities and decision making process
ZXM coached Nestlé’s leadership across marketing, sales, legal, product management and distribution, to work as an agile team to deliver its new product initiative.
To improve coordination of dependencies with external teams in different branches, the Nexus framework was able to scale to meet this need for end to end integration of delivery for organisation wide product initiatives.
After 12 months, CER had improved transparency of prioritised projects and improvements in collaboration with business stakeholders and was able to be more responsive to changes in business needs and changes in its regulatory domain.
W.A. Police needed to rapidly scale in an environment of significant constraint and risk in a way that wouldn’t impact business-as-usual while rapidly building scaled agile capability.
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