When worlds collide: distributed agile in the public sector
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Distributed teams are becoming more common in both the private and public sectors. Traditional Agile practices do not fully address the challenges of distributed teams. New best practices and tools are needed to support distributed Agile approaches. Effective practices for distributed Agile include visual task management, real-time visibility into work, empowered self-organizing teams, and integrated electronic conversations.
When worlds collide: distributed agile in the public sector
- 1. Distributed Agile ©2014 Kerika, Inc.
- 2. ©2014 Kerika, Inc. What’s Happening? • Teams everywhere are becoming distributed – Private sector, public sector, nonprofit • Teams everywhere want to be more Agile – Small “a” agile or big “A” Agile? • Traditional Agile thinking doesn’t help – (Go Agile or go distributed, you can’t do both) • We need to develop new best practices – We need new tools and methods
- 3. Distributed teams in Private Sector ©2014 Kerika, Inc. Google is here Google’s CIO is here
- 4. Because no room is roomy enough ©2014 Kerika, Inc.
- 5. Distributed Teams in Public Sector • Collaborate across multiple locations – Only the tiniest agencies are collocated • Develop partnerships – Across agencies, and to outsource civic services • Support field teams – 75% of WA State Auditor’s Office is not in Olympia • Supporting Telework – Reducing commutes, better work-life balance ©2014 Kerika, Inc.
- 6. Distributed Teams in Nonprofit Sector • Nonprofits are a cottage industry – 55,000 nonprofits in Washington State – 80% of them are tiny (assets/income < $100K) • Nonprofits are service delivery organizations – Contracted to deliver civic services • Multiple, transient partnerships – How nonprofits get leverage ©2014 Kerika, Inc.
- 7. Social Collaboration: You Are Here ©2014 Kerika, Inc. You are a member of multiple, changing collaboration networks
- 8. ©2014 Kerika, Inc. Why become Agile? • Deliver Lean Government – Continuous improvement • Embrace change – Deal with ambiguity • Deliver more with less – Flat/declining budgets – Increased expectations
- 9. Becoming agile, adopting Agile • Agility comes from many sources – Scrum, Kanban, Scrumban, Lean, Kaizen… • Be pragmatic, not dogmatic – Learn, Adopt, Adapt – Improve – Repeat ©2014 Kerika, Inc.
- 10. ©2014 Kerika, Inc. What really matters? • For Distributed Agile to succeed – Remove ambiguity – Gain real-time visibility – Empower teams – Integrate electronic conversations – Deal with desktop & online content – Support workflows & best practices – Understand Push vs. Pull – Use Work-In-Progress Limits
- 11. You need Sticky Notes on Steroids ©2014 Kerika, Inc.
- 12. ©2014 Kerika, Inc. Visual Task Management Cards Columns Important stuff is on top Move cards from left to right
- 13. Examples in Government, today • Distributed Lean – State Auditor’s Office – Office of Financial Management – Governor’s Office • Distributed Agile – Office of the CIO – Employment Security Department – Thurston County Regional Planning – Department of Revenue – Department of Ecology – Department of Fish & Wildlife ©2014 Kerika, Inc.
- 14. ©2014 Kerika, Inc. Demo
- 15. ©2014 Kerika, Inc. Questions?
- 16. ©2014 Kerika, Inc. Arun@Kerika.com
Editor's Notes
- #2: Inscription on an old globe, now in the New York Public Library Hic Dracones, which translates as Here Be Dragons. The end of the known world. Terra Incognita when asked to deliver on two mandates simultaneously: Transform IT from Waterfall to Scrum, and Move a bunch of IT offshore to save money. Distributed Agile was going to be just a combination of two things I had done very successfully before. What followed was like the middle part of the Lord of the Rings, all darkness, woe and frightful danger. What I found was that I was going into Terra Incognita: distributed agile wasn’t just not recognized by traditional Scrum practitioners; it was actively rejected as a concept by traditional Scrum thinking and writing. So, I had to do a bunch of experiments