Waterfall to Agile Transformation
The Situation
The IT Program Head was struggling on the 4th attempt to convert the existing Waterfall project process into Agile with Scrum.
The Task
- Create an Agile framework plan.
- Implement the plan for the IT Programs group.
- Deliver Agile and Scrum support and coaching.
The Action / Approach
A simple Agile framework was created using a simplified 4 stage approach to managing agile projects:
- Idea funnel: Collection, rapid validation of ideas, and prioritization
- Discovery: Deep dive selected ideas to confirm fit for development into Proof of concept and then MVP (Minimal Viable Product)
- Develop: Initial development cycle with PoC, HLD & MVP development (16 week target)
- Deploy: On Success of MVP deployment into production
Templates, roles and basic agile rituals/ceremonies were designed and integrated in to wider business process (namely funding, governance, and strategy processes)
3 initial projects were chosen to prove the framework. Coaching on framework, and individual roles (Product Owner, Scrum Master, Business Analyst) provided.
[Spell out acronyms on first use]
The Result
Key successes included:
- Replaced Waterfall planning with Agile globally.
- The 3 initial projects successfully delivered an MVP where previous projects failed.
- Achieved time to MVP of 16 weeks (Start of Discovery to end of Development) which met target goal [what was the target?]
- The time to deliver new features improved by 35% versus the Waterfall approach.
- Reduce costs by 15% cost by eliminating dependencies on Big 4 consultancy firms.
Focus In On: Responsible for Digital Business Transformation
New Areas of Value:
Direct positive impact on internal and external customer satisfaction
Increased credibility, confidence and influence across the business
Driving a culture of innovation for easier and faster adoption of future digital trends
Successful, timely delivery of evidence-based digital transformational outcomes; beyond digitisation
Enabling collaboration beyond the boundaries of an enterprise
Creating a culture of involvement, empowerment and connection to the business
Improvements around:
Lack of agreement of transformation governance and stakeholder understanding leading to a fragmented approach
Cynicism, lack of buy-in and resistance to change
Conflict between perception and reality of digital skills, tools, methods and talent required and available
The IT function is not aligned to the digital business strategy and vision
Leaders mandating a change management and implementation approach that’s not appropriate to the organisation
Lack of availability of the right people at the right time across both business and technology areas
Lack of transformation, change and agility mindset in leadership
Lack of exec sponsorship and ownership
