Agile@DVLA Identification and removal of Cultural Barriers
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Client
Performance Culture
People
Agile@DVLA
Identification and ‘removal’ of
Cultural Barriers
Presented by:
Tim Daley – DVLA Programme Manager
Michael Stephenson – IBM Associate Partner
Confidential DVLA Programme Delivery
Agenda v What we did – Agile Readiness Assessment and Pilot (ish) v What we found – who wants to be an Agile Practitioner ? v What Next… 2 12/10/2011
What We Did…Agile Readiness Assessment
Background
vThere was a hypothesis that introducing ‘Agile’ working
practices (or a complete Agile methodology) in ISD Delivery
(for appropriate projects) would bring value to the DVLA.
v Decided to conduct an Agile Readiness assessment using
the Agile Manifesto values, principles and practices.
v In parallel we piloted some Agile principles for a Web
development project with great success (reducing time and
cost by 30% and 50% respectively compared to original
indicative estimates). But…scepticism over ability to scale
…was this project ‘unique’ ?
3 12/10/2011
What We Did…Agile Readiness Assessment
Objectives
v To answer the ‘change management 101’
questions viz.:
q Do we have a common vision as to what we
mean by Agile (across DVLA, IBM and FJS) ?
q Do we have a burning platform (reason to
change) ?
q Is there a guiding coalition of leaders (across
DVLA, IBM and FJS) willing to champion the
change ?
q What are the main barriers to change (and how
might we overcome these) ?
4 12/10/2011
What we Found… v Common Vision = NO v Burning Platform = YES but NO (really) v Guiding Coalition = NO v Barriers = Lots!! 5 12/10/2011
Who Wants to be an Agile Practitioner ?
© 2010 IBM Corporation
Which of these did most people use to describe Agile ?
A: A method to get better B: A method that isn’t
Q1.Value
Which of these is
for Money from NOT the responsibility of the DVLA
Waterfall ? ?
ICT projects?
C: An Iterative-
Development Method ? D: A Faster way of
doing ICT projects?
7 10/12/2011 © 2010 IBM Corporation
Which of these did most people use to describe Agile ?
A: A method to get better B: A method that isn’t
Q1.Value
Which of these is
for Money from NOT the responsibility of the DVLA
Waterfall ? ?
ICT projects?
C: An Iterative-
Development Method ? D: A Faster way of
doing ICT projects?
8 10/12/2011 © 2010 IBM Corporation
Key Findings: Do we have a common vision ?
No, but…
…there are some key common themes in terms of:
1. Desired outcomes – VfM, cheaper, faster, better
2. Practices – not-waterfall, iterative, interactive (with Business)
9 12/10/2011
Key Findings: Do we have a common vision ?
v Most people did not have a good understanding of what
Agile is.
v Most common misunderstandings were ‘faster waterfall’, ‘no
change’, ‘poor quality’ and ‘more risk’.
v The key principle, viz. that you vary scope to fit time and
quality, was accepted by relatively few people.
v In relation to ‘purist’ Agile (as defined by the agile
manifesto) the feeling was that we (DVLA, IBM and Fujitsu)
could not accept the Values and many of the Principles but
should adopt many of the practices.
Values
Principles
Practices
10 12/10/2011Which of these groups/individuals were most sceptical
about the need for change and our ability to change ?
A: DVLA, IBM and FJS B: IBM Executive
Q1.Senior
WhichICT
of these is NOT
Managers ? the responsibilityManagement
of the DVLA??
C: DVLA Executive
Management ? D: DVLA IT Director ?
11 12/10/2011Which of these groups/individuals were most sceptical
about the need for change and our ability to change ?
A: DVLA, IBM and FJS B: IBM Executive
Q1.Senior
WhichManagers
of these ?is NOT the responsibilityManagement
of the DVLA??
C: DVLA Executive
Management ? D: DVLA IT Director ?
12 12/10/2011Key Findings: Do we have a burning platform?
v Is there something about BAU (i.e. the IDM waterfall method) that is a “burning change
issue” ?
v Most very senior interviewees said ‘YES’ and articulated it as characterised by*:
q A need for better VfM
q A need to meet the demand for business change (from ‘no’ to ‘yes’)
q A need to unblock the release schedule which constrains our ability to implement
change.
q A need to ‘do more with less’ and faster.
q A dissatisfaction with ‘the way we do things now’.
v And the benefits were perceived as addressing these needs to deliver faster, cheaper,
more frequent, more innovative and better VfM, along with more motivated people.
v But I argued ‘NO’ - that none of these is really enough of a ‘burning platform’ to motivate
the widespread change across our three organisations for two reasons:
1. Very few individuals ‘feel the pain’
2. The alternative isn’t very attractive (in fact is largely unknown).
v So whilst a subset of the leadership may perceive (or even feel) a burning platform the
majority of staff across all three organisations do not.
*N.B. Waterfall is NOT necessarily the ‘cause’ of these, and Agile is
certainly not a panacea
13 12/10/2011Key Findings: Do we have a guiding coalition?
v Nearly! (and some “lukewarm defenders”)
v However there is a ‘healthy scepticism’ from very experienced senior ICT
management across all three parties.
v Key issues are:
q Trust
q Commercial Model
q Lack of Understanding
§ e.g. Agile seen as greater risk to live service.
14 12/10/2011Which of these was seen as the biggest cultural barriers to
the introduction of Agile?
A: Moving from ‘blame’ to B: Moving from
Q1.‘trust
Which andoflearning’
these is NOT the responsibility‘Customer/Supplier’
of the DVLA ? to
culture ? ‘We’ or ‘One Team’
culture ?
C: Moving from ‘document D: Moving from
everything’ to ‘process police’ to
‘essential/bare minimum’ ‘only outcomes
documentation? matter’ ?
15 12/10/2011Which of these was seen as the biggest cultural barriers to
the introduction of Agile?
A: Moving from ‘blame’ to B: Moving from
Q1.‘trust
Which andoflearning’
these is NOT the responsibility‘Customer/Supplier’
of the DVLA ? to
culture ? ‘We’ or ‘One Team’
culture ?
C: Moving from ‘document D: Moving from
everything’ to ‘process police’ to
‘essential/bare minimum’ ‘only outcomes
documentation? matter’ ?
16 12/10/2011Recommendations: The way forward?
v Need to build a common vision, a burning platform and a guiding coalition through:
1. Education
2. Evaluation and Selection of an Agile method
3. Training
4. Business Case
5. Communication, Communication, Communication..
6. Full Pilot
7. …and ‘Culture Change’
www.tangibleculture.com
17 12/10/2011...there is nothing more difficult to take in hand,
more perilous to conduct, or more uncertain in its
success, than to take the lead in the introduction of
a new order of things. Because the innovator has for
enemies all those who have done well under the old
conditions, and lukewarm defenders in those who
may do well under the new.
Machiavelli, Nicolo
The Prince (1517)
18 12/10/2011Q&A
Confidential DVLA Programme DeliveryYou can also read
