ZXM’s coaching at the Department demonstrated that capability maturity and cultural change are built iteratively and incrementally and by focusing on continuous improvement was able to see results with the team within 3 months. This reinforced our “start small” with the basics of agile and the agile principles pattern of working. We were mindful to use a pragmatic approach to get the right the balance between building knowledge, teaching people new agile techniques, and the need to ensure these are effective.
The Agile leadership team succeeded in delivering the CIOs desired outcome of creating greater transparency of work across the Division and ensuring that teams are focused on delivering the highest value work. It has become the principle way that work is made transparent, prioritised, planned and managed across the Division.
Within the 12 months of this engagement, there is improvement in Industry’s overall agile maturity. On the strength of the results achieved in the initial planning horizons, the agile framework was extended to additional programs and teams. Each horizon, additional teams were included until after 12 months the majority of the Division were participating with over 200 people involved in the ‘Horizon Planning’ events.