Zen Ex Machina was engaged to assist the CIO improve their portfolio management by creating greater transparency of initiatives in the pipeline, the capacity of their development teams, and the true cost of delivery.
ZXM used the PMO as the primary vehicle for improving the Sport Australia ICT portfolio. ZXM consultants visualised the value chain across the project, program and portfolio layers to highlight to senior executives that delivery was suffering because of overcommitment. In essence, in trying to do everything, resources were stretched, context switching was high, and the program was slow to deliver.
To move the PMO away from a simple reporting function and equip it to address these issues, ZXM:
150% improvement in delivery capacity through removing waste and focussing on relentless improvement through Scrum.
Projects' risk profile has dramatically decreased through the transparency of all initiatives in the portfolio's value stream.
Agile projects are always on-time and rarely suffer issues with budget or scope.
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.
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.
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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