IT Project Management in Texas State Government July 30 2018 Kamran Karimi IT Division Manager Enterprise Applications and Data Services CSM SA Enterprise Applications and Data Services ID: 667321
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City of Austin Agile Experience
IT Project Management in Texas State Government – July 30,
2018
Kamran Karimi – IT Division Manager, Enterprise Applications and Data
Services
CSM, SASlide2
Enterprise Applications and Data ServicesSlide3
History of the Wild West . .
IT Governance for large projects
Less than 10% approved each year
Tickets for enhancement requests
80+ in the queue at any timeOperational break fixes
40+ during any weekSlide4
How Did Our Customers Feel?Slide5
How Did the IT Team Feel?Slide6
Jedi Wisdom
“If no mistake have you made, yet losing you are…a different game you should play.”
-- Master Yoda Slide7
A First Step in a Long Journey
Agile Scrum Pilot for Enhancements
Round Robin 2-week sprints with 3 departments
CSM
training but not “pure” Scrum
No user storiesStaff not 100% dedicatedRoles
blurredFocused on Agile PrinciplesContinuous delivery
Emerging requirementsWorking together
Support autonomyRetrospectivesSlide8
The Results
Successes
1. Focused
on highest value items
2. Discovered/clarified requirements sooner
3. Daily scrum = results4. Team
autonomy morale boost
5. Broke down Us vs. Them
Shortcomings1. Amplified conflicts
2. Commitments were hard to keep3. Demand was still too greatSlide9
The Big Win
“We’ve
gotten more done in the last three months than we have in the last three years
.”
-- Governing Board ChairSlide10
First “Agile”
Project – AMANDA Upgrade
Traditional
PMBOK
Waterfall
Conversion of 700 reportsIterative rollout
Empowered BoardSlide11
The Results
Successes
Report T-shirt sizing was more accurate than WBS
“Agile” reports were useful
Able to go-live with ‘acceptable’ bugs
Most complex department went smoothly
Governing Board became a decision maker
ShortcomingsDouble effort on part of PM for reporting
Moving parts with other projects
People still assigned to tasksSlide12
Austin, We Have a ProblemSlide13
Reaping the Rewards of Success
Team has expanded to 7 FTEs, 1 Temp, & 7 contractors
Hired the right skills
Split Development and Operations
Brought Agile to vendor projectsSlide14
Program Step 1: The World of TodaySlide15
Program Step 2: The World of TomorrowSlide16
Program Step 3: Agile GovernanceSlide17
The BacklogSlide18
Are We There Yet?Slide19
The Agile Coach
Many flavors of coaching
Build high-performing
teamsSplit Development & Operations (Kanban)
Assign work to teams, rather than individuals to projectsDon’t forget the business
Product Owners were least familiar with AgileLimit WIP
Guide the MVPRecommend tools & metricsSlide20
The Results
Successes
Small Cell Permitting MVP in 6 weeks
Land Management used story mapping to reduce scope
NHCD “killed” project no longer delivering value
IT Governance highlighted this as a model to emulate
ShortcomingsStill dealing with governance debt
Breaking down silo mentality
Sustainable funding modelSlide21
What’s Next?
Metrics
Align Value to Strategic Outcomes
Program Increment commitments
Right-sizing Feature(s) for incrementTesting
DevOps toolsetRe-evaluating Scrum
Scale to Portfolio??Slide22
Final Thoughts
Don’t be afraid to
fail
Take an MVP approach to transformation
Believe in the 12 Agile PrinciplesSlide23
Questions