Zen Ex Machina was engaged to assist the ACMA rescue one of its mission critical business projects. After initial investigation, the project was found stuck in analysis paralysis. ZXM then moved the whole project, the business and the development team to Scrum to get things moving again.
Key to a successful outcome, was to ensure that the project team could improve its capability to manage the Scrum process successfully itself without continued coaching support.
ZXM first trained the team on the essentials of Scrum. This was a one day session combining core agile and Scrum processes with game-based play and simulation to enable rapid assimilation of concepts.
The team’s training day was followed this with a stakeholder workshop. This workshop invited key business stakeholders to assist producing and ranking the Product Backlog using traditional UX activities, including:
On completion of the activities, the top 10 ranked items from each participants’ group was placed on the wall and each individual given the opportunity to rank the feature sets. The most common score then formed the basis of the first cut of the Product Backlog.
During the project activities, old, familiar concepts of categorising requirements – such as MoSCoW – were discussed and the new Scrum concepts and processes – economic prioritisation, Sprints, buildinging-in quality – were presented and incorporated into the project’s practices.
ZXM used a behavioural modelling technique to improve the team members competence with the roles of Scrum Master and Product Owner. By focussing on key meetings, the team reached a level of unconscious competence within three months.
80% improvement in delivery output in 6 months.
Outcomes aligned to business needs with internal stakeholders intimately involved in every stage of delivery.
Greater ability to pivot the entire program of work to align to emerging strategic needs.
Creating an agile capability delivery for Census 2021 to improve transparency, decrease rework, and improve the overall alignment of activities across the entire program.
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.