Enterprise Projects’ Program of Work within the Australian Taxation Office (ATO) had been adopting agile ways of working a number of years ago, however when a new SES (Executive) commenced in the area, there were concerns around effectiveness and benefits realisation from agile as she was not seeing the results of increased ability to delivery faster with better quality that programs such as Revenue Platforms were achieving.
ZXM consultants were already working within other programs in the ATO and were brought in to review and provide recommendations on how to improve the program’s agility as well as build capability beyond one or two programs and have a standardized consistent approach across Enterprise Solutions and Technology (EST) Group.
The ZXM consultants observed and attended key agile events and discussed issues, pain points and areas of success with with leadership teams. Whilst there were some great pockets of agile happening at team level, there were a number of key areas for improvement.
ZXM worked with teams to help improve their planning events (PI planning) and Inspect and Adapt workshops as well as one-on-one coaching with Scrum Masters and Product Owners to help build capability. At the program level, ZXM rebooted the Product Management Groups processes and they moved towards Features being prioritised for delivery based on value using WSJF (weighted shortest job first) rather than a rigid project schedule. Teams were given clear direction on development and testing practices/guidelines and what was required to meet the definition of done.
Within 12 months, the program’s agile capability had improved with the teams consistently delivering more features each PI, completing all testing work within the PI (with less spillage over sprints and PIs) and a noticeable decrease in bugs. The Executive was surprised that not only had defects decreased by over 95%, that the trend was continuing down and a big goal for Q2 Release 2020 of zero defects was set for the ART agile teams. This bench mark is well on track to be achieved.
Not only was there a decrease in defects, this was achieved without compromising agile practice or increasing overtime to meet delivery timeframes, in fact overtime hours were dramatically reduced compared to previous years resulting in considerable cost savings for the program with a 90% decrease in overtime required to deliver.
Teams worked at a sustainable pace and went back to basics and developed good agile practices to support their delivery. Self organisation and focus on goals as a train, integration and working collaboratively as a team, and working closely with business stakeholders meant that teams also delivered more features in a comparable timeframe to previous years. Business and leadership expressed that they had seen a great increase in improvement at PI planning.
ZXM coaches conducted regular program and team assessments and this ART started to consistently rate highly compared to other ARTs at the ATO, the majority of agile teams on this ART have been assessed using Agile IQ® and are displaying a baseline of capability maturity of level 3.
90% decrease in overtime compared to previous 12 months
95% decrease in defects over 12 months
25% Improvement in productivity meant more value delivered to customers
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.
Copyright © Zen Ex Machina® and ™ (2020). All rights reserved. ABN 93 153 194 220