A Government client was having significant difficulty being able to execute Agile delivery with suppliers who were not prepared to migrate to or embrace Agile ways of working, such that deliveries of outcomes were getting worse.

Applying the principles of Business Agility, I engaged the commercial staff and conducted specific training on Scaled Agile Framework (SAFe®) for Government with adapted modules designed to meet client regulatory requirements.

I facilitated pan-enterprise Commercial Working Groups to exchange best practice and to develop ways of working and methods to apply Lean-Agile contracting.  By consolidating this learning I facilitated the joint working activity to produce more effective and legally binding Agile specific contracts.  I developed the first roadmap for running Agile tenders with suppliers.  I engaged with and jointly developed (with commercial lawyers) schedules for Agile contracts designed to deliver maximum business value with built in incentives which create win-wins for both client and suppliers, all with greater transparency and trust through collaboration.

Replace this leading sentence with an intro into the things you did, if relevant including re-written versions of the bulleted lines below:

• What did you do to help… Better decision making using return on investment calcs
• What did you do to help… Having the right capabilities and capacity to deliver
• What did you do to help… Increased quality of oversight, governance, control and delivery performance.

• What did you do to help… Reduced over-budget Projects
• What did you do to help… Reduced failure rate of Business Case approvals
• What did you do to help… Reduced time of writing and approving Business Cases
• What did you do to help… Reduced time to get skills / capability
• What did you do to help… Reduced impact of poor estimating
• What did you do to help… Reduced amount of business challenge

The outcome was described by the Commercial Lead as “genius” and “I have never seen contracting for Agile delivery explained this clearly before”.

The changes in supplier behaviours means the client now has effective, legal and proven Agile contract templates to work on all of its programmes that deliver significant improvements in business outcomes and products.

Replace this leading sentence with an intro into the things you did, if relevant including re-written versions of the bulleted lines below:

Typical areas where value is realised:

• What did you do to help… Greater acceptance of change – quicker to implement new changes
• What did you do to help… Increased influence with suppliers
• What did you do to help… Better support of business directives
• What did you do to help… Improved customer and colleague service and satisfaction
• What did you do to help… Higher delivery efficiency and effectiveness from clarity around process performance
• What did you do to help… Greater financial control and predictability in delivery

Pains typically relieved include:

• What did you do to help… Disruption from business restructure or reprioritisations
• What did you do to help… Poor project/portfolio pipeline planning and estimation process
• What did you do to help… Unclear or immature business strategy
• What did you do to help… Weak project prioritisation, approval, compliance and sponsorship
• What did you do to help… Lack of subject matter expertise and experience
• What did you do to help… Lack of clarity or understanding on operational readiness requirements

• Commercial Facilitation
• Agile coaching
• Agile implementation coaching and mentoring
• agile transformation
• enterprise agility
• Business Optimisation

• Organisational Agility & Effectiveness

• Aerospace and Defence