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2 SPEED IT AND HOW TO GET THEREAgile Delivery 2016

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Who Am I?

HARRY VAZANIASDelivery & Transformation Director

harry.vazanias@enfusegroup.com+44 (0) 7973 824469

linkedin.com/in/harryvazanias

@harryvazanias

“IT needs to shape up. IT no longer provides a service to the business, IT is the business and vice versa.

IT needs to reinvent itself for a customer centric, technology savy world where slow and steady just doesn’t cut it.”

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I FEEL THE NEED… THE NEED FOR SPEED!

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“Ironically, in a changing world, playing it safe is one of the riskiest things you can do”Reid Hoffman, LinkedIn co-founder

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McKinsey’s Two Speed IT…

McKinsey’s Two Speed IT…

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Systemsof Innovation

Systemsof Record

Systems of Differentiation

Mode 1

Mode 2

Chan

geGovernance

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“The two-speed approach is no silver bullet. It can be complicated to maintain a hybrid architecture… When one retailer adapted its legacy systems to support multichannel delivery, for instance, fast-track software teams bumped up against outdated IT systems built in programming languages their young developers had never used.

…many businesses that opt for this approach become so focused on the fast part of the two-speed model they forget to consider the changing demands of the foundational systems—and that oversight can undermine the success of the project.”McKinsey & Company

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2 SPEED IT / BIMODAL = ORGANISATIONAL CHANGE

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… aka ‘IT Crowd’ and ‘Iron Man’…

Two Speed IT

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… Samurais and Ninjas

Gartner’s Bimodal IT

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EXAMPLE GOVERNMENT ORGNeed for a different delivery approach for IT

Fast moving, challenging landscape…

High levels of tech fuelled disruption

More demand than ever for IT related change

Mature, ITIL and Prince 2 based IT function seen as slow and expensive

Business try to avoid IT when they want to make things happen fast

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EXAMPLE GOVERNMENT ORGMode 2 was born

In late 2015 a decision to pilot a 2 speed IT delivery model was made

Need to be able to tailor delivery approach to business needs, so new delivery mode required

Fresh, Agile based approach seen as opportunity to drive down delivery costs

Desire to be able to deliver faster and earlier by applying a delivery model better suited to the circumstances

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EXAMPLE GOVERNMENT ORGApproach to launching mode 2

Today•No formal Mode 2 – CDM closest but limited to Agile software development

FY 16/17•Pilot Mode 2 for select initiatives•Refine Mode 2 for future rollout next year

FY 17/18•Scale out use of Mode 2 •Widen scope to include further Proposition and Run activities

FY 18/19+•Further broaden scope of Mode 2 engagements, looking at options such as Enterprise DevOps and the scoping of the pipeline

Build Pipeline

Scope Initiative Mobilise Build & Deploy Run and

Maintain

Agile Dev(Independent of Mode

2)

Mode 2 FY16/17

Mode 2 FY17/18

Mode 2 FY18/19

Increasing % of Change Portfolio

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Mode 1

Tightly integrated systems

Business delivered to (i.e. they are the customer)

Deliverables against timescales

Scope is fixed

Project or Programme

Mode 2

Loosely coupled / island systems

Business heavily involved

Outcomes and value delivered

Scope frequently changing

Portfolio of demand

Can’t fail on release Fix forward acceptable

End state can be well defined upfront End state difficult to define upfront in detail

Inception through to hand off to BAU support Full value stream*

Deliver change in a linear fashion, typically with few and large releases

Deliver change continuously in frequent and small increments

Funding allocated for delivery of target outputs Funding allocated for period of time

Business or technology led change Technology led change

Release Reliability

Business Involvement

Ideal Architecture

Delivery Focus

Scope

Ideal Type of Demand

End state

Breadth of value stream

What is it

Funding Structure

Technology Change

EXAMPLE GOVERNMENT ORGCriteria for selecting Mode 1 and Mode 2

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2 SPEED IT Making the pilot a success1. Get the right senior sponsorship – business and IT2. Do not do Mode 1 to Mode 23. Acknowledge that Agile is a big part of this4. Invest in making this an exemplar pilot with the right value stream/portfolio5. Staff with Mode 2 people – go getters – and train them6. No big song and dance about Mode 2 – just do it7. Embed coach and other experienced Mode 2 people into the first few initiatives 8. Establish Working Group to get buy-in, engagement and ownership across the

organisation9. Get your pilot project(s) right – fail fast is part of Mode 2, but it helps if you succeed

first!10. Don’t forget about Mode 1 – roll out improvements to Mode 1 as well

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End-to-End Value Stream

Agile Portfolio & Delivery Approach

Agile Architecture

Delegated Authority

Business Partnership

DevOps People & Culture

Focus on Value

Different Risk Profile

KEY FEATURES OF MODE 2

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Question… is this not what we want for everything?

McKinsey & Company

THE TWO SPEEDS NEED TO COEXIST

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KEY STEPS

1. Be clear on why you are doing 2 speed and what this means2. Agree a transformation roadmap with milestones3. Recognise potential blockers – people, process, technology,

security4. Pilot Mode 2 in a business friendly area5. Build Mode 2 support infrastructure 6. Incrementally scale out the use of Mode 2

BUT… DO NOT MODE 1 YOUR MODE 2 ROLLOUT

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FINAL THOUGHTS FOR THE DAY

Is 2 Speed IT… a) The end goal for IT?b) A stepping stone to a multi-modal, fast IT world?c) Completely the wrong thing to do – should go all out?