Driving Enterprise Agility from the Program Management Office

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became an early champion for what he calls the 'best development process he has seen in his eight years with Premier'. Pretty neat.

Value Product - Rapid start-up

This is a poster child for getting it right from the beginning. It was a brand new product for Corporate IT.The team was able to start from day one using Lean-Agile.IT was already speaking a common language with the Business, so the product owner team immediately started working to create a prioritized 'product backlog' of features and stories and a very clear 'release plan'. Every two weeks the team had something to demonstrate and product owners were with them every step of the way. The team wanted to keep collaboration at an optimal level and pushed for team co-location even though the move to new collaborative cubes had been delayed. They helped modify an existing workspace for themselves so they could work together as a team. As they learned more through each sprint and adjusted feature size estimates, the product owners adjusted release plans based on new discovery to ensure and an on time launch of this new product.

C-Suite Dashboard - Impact Analysis

As noted earlier, Corporate IT began their Lean-Agile journey after learning of its' successful use in Premiers' Healthcare Informatics unit. For the first time in the history of Premier, the two development teams were using the same methodology. If Premier was going to 'think and act like an enterprise' this would be a huge advantage in developing cross-unit solutions like the C-suite dashboard. This Corporate IT team quickly jelled after their early hurdle and embraced the principles of Lean-Agile. They had achieved a solid velocity and were incrementally delivering against a prioritized product backlog when they received a request for work from Informatics. The impacted product owners collaborated and reached agreement on priorities. The new features were added to the backlog, sized and broken down into stories ready for the next sprint planning session. The two teams were able to align quickly due to a common methodology. They easily collaborated on features, stories, validations strategies and sprint plans. In a sense, this was an early pilot for providing an 'enterprise' solution for Premier.

 

 

Summary amp; Lessons Learned

To summarize this transition, we offer these focus areas and the observed outcomes:

Focus Areas (Drivers)

Outcomes observed

  1. Leadership buy-in across 3 enterprise areas (business, management, team) through assessment and training
  2. Visual Controls, managing queues (work in process)
  3. Coaching, Standard work practices
  1. Business engaged, continuous planning, continuous prioritization
  2. Management: Leading--not controlling,Flow-focused, managing work--not people
  3. Team: incremental delivery, collaborative behavior, quality focused

A fundamental takeaway from this experience report is that a large IT division was able to transform its practices to be more business driven. From the top, DeVore had challenged the entire enterprise to get aligned so that a stream of high value products and enhancements could continuously "wow" its members. This vision aligns perfectly with the goal of Lean-Agile software approaches, which structures an organization to focus on delivery of smaller, high value increments of features and enhancements. Faster time-to-market is achieved because less time is wasted on lower priority items, and delays are reduced because of clear visibility into the flow of work through the enterprise. Higher quality has been achieved because the organization is now driven by validation of working applications without the usual delays seen between the time when applications are written and when they are tested. The fact that the product owners see regular demonstrations of products has been a big win both in terms of reduced cycle time and eliminating waste.

The

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