ZXM was engaged by the Clean Energy Regulator (CER) to uplift their agile capability and maturity. They were looking to improve alignment and collaboration between delivery teams, business and stakeholders. A key driver was to meet challenging timeframes, and to manage changing requirements.
ZXM coaches identified that the teams’ work was hampered by handoffs and delays outside of their control. The individual teams did not have all the skills within the teams that they needed to deliver value. The Branch was made up of functional based teams which led to a very Waterfall approach in delivery and multiple handoffs between component and systems-based teams.
ZXM proposed combining the teams into three cross-functional agile teams. Moving from functional based teams into cross-functional teams. The teams needed to form new teams without losing delivery momentum.
With strong leadership backing, new cross-functional Agile teams were created within a timeboxed 2-hour event. The team members reported feeling a sense of ownership of their new team makeup, having had the opportunity to self select, guided by the needs of the team.
The teams were able to build on that solid beginning, holding team naming and charter workshops after the Squadification event, to further build their own identity based on the personality of their team members.
With the new teams formed, and identities created, the three teams were now capable of owning a product through all stages of delivery. The teams also experienced a faster delivery of value with the reduced amount of handover between capabilities, as well as greater collaboration when working together.
Improved alignment and collaboration between business, delivery teams and stakeholders
Each agile team had all the mix of skills needed to deliver value.
Team members empowered
Reduction in handovers between functional based silos helped ensure they continued to meet delivery time frames
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.
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