ZXM developed a living coaching roadmap to assist the teams on the Release Train. This consisted of outlining the behavioural aspects of the transformation from Waterfall methods to Scrum and Lean in sustainable steps. Importantly, this was based on promoting transformation as behavioural change over just a change in delivery process and methodology.
This promoted transparency of what was expected of teams, their Product Owners and Scrum Masters, and a means to continuously assess:
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. Overall, ZXM agile coaches trained over 150 people over 12 months, including internal business owners, SAFe® Feature Owners and managers.
Within 12 months, the Priority Digital Services (PDS) Release Train improved its productivity across teams by 200%.
Onboarded and trained 80 people in 8 weeks without loss of velocity
200% increase in Features delivered in 12 months
90% decrease in defects in 9 months
Creating an agile capability delivery for Census 2021 to improve transparency, decrease rework, and improve the overall alignment of activities across the entire program.
Virtual big room planning events in SAFe® need a greater focus on communication to ensure that the same level of collaboration is achieved and can be done successfully through effective use of virtual tables, digital planning tools and chat rooms.
Within 12 months, ZXM helped the program’s costs to reduce and its productivity to increase through a focus on quality and agility.
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
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.
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