GOVERNANCE THE NEED FOR GOOD GOVERNANCE APPLYING GOVERNANCE

GOVERNANCE THE NEED FOR GOOD GOVERNANCE APPLYING GOVERNANCE AT ALL LEVELS KEY ELEMENTS OF GOOD GOVERNANCE DOCUMENTING GOVERNANCE OPERATING GOVERNANCE 1

THE NEED FOR GOOD GOVERNANCE WE NEED: To cover not only projects but also coordination of projects and strategic alignment Effective coordination to enhance operational delivery Strategic decisions to be aligned with what is happening on projects Great feedback and great communication between relevant parties Effective prioritization based on value Architecture and Platform related requirements to be communicated properly Always optimizing the whole system. . . GOVERNANCE IS IN SYNC! Each entity succeeds in communicating and interacting with the other entities They understand resources/constraints from the other entities They are getting feedback and information required to make the right decisions 2

OUR APPROACH IS TO APPLY GOVERNANCE AT ALL LEVELS FROM TEAM AGILITY TO BUSINESS AGILITY, GOVERNANCE WILL APPLY TO: OPERATIONAL LEVEL Team A Team B Team C Team Agility COORDINATION LEVEL o With other streams inc. Dev. Ops, Enterprise Arch, etc Manage dependencies, priorities and planning STRATEGY LEVEL Upstream integration Business value and effort (cost of delay) MVP definition Prioritization and planning Risk management Business Agility 3

WITH KEY ELEMENTS OF EFFECTIVE GOVERNANCE o CLEAR GUIDELINES TO BE AGREED WITH THE RIGHT STAKEHOLDERS FOR EACH LEVEL o BRINGING TRANSPARENCY FOR A BETTER DECISION-MAKING PROCESS o information radiator at all levels, integration upstream and downstream in the value stream o ENSURING FREQUENT INTERACTIONS TO IMPROVE COMMUNICATION AND FEEDBACK o Every 2 weeks at strategic level for Daily at project level o SYNCHRONIZING TEAMS WITH CENTRAL PLANNING AND REGULAR GOOD COORDINATION o Monthly planning and 2 to 3 times a week synchronization o "STOP STARTING, START FINISHING" o From strategic to projects, good delivery makes good planning: do small (MVP) and deliver it o PRIORITIZING WORK REGULARLY o o o Monthly at strategic level to weekly at project level RULES ARE DOCUMENTED IN A SIMPLE CANVAS FOR EACH LEVEL: GOVERNANCE IS A LIVING ACTIVITY A living document that is updated as the context is changing 4

GOVERNANCE CANVAS AT STRATEGIC LEVEL Background Organisation structure • Decision makers: Stakeholders & customers Scope / Objectives / Impact Responsabilities Strategy High level planning Assumptions Change Risk Value & Prioritization To insure coordination and operational levels are run efficiently: WIPs are followed, blockers are removed, feedback loops are used and cooperation & interactions at all levels are effective Schedule Je pensais à un canevas A 3 pour chaque • Poor niveau coordination: • Change in scope and budget to be approved by steering committee for delta > 10% for a feature KPIs • • • Cycle time Lead time Number of features accepted by customers Number of releases into production % features in production Cost (budget and finance) Resources Team A, team B Dev Ops, Arch Team • • Budget: Total : 4 Projected: 4. 5 ---------------Total financed: 1. 88 Total spent is : 1. 5 Total projected: 2. 1 Return (Expected vs. Actual) • • coordination board Poor response time: Too much work pushed: WIP • • Light business case Relative Value/ Effort Monthly « Go » once finance is approved Feedback loops in place Escalation path • • Monthly steering committes, shared Bi-weekly reviews of progress 5

OPERATING TRANSPARENTLY WITH FEEDBACK 1. STRATEGIC LEVEL Backl og High level biz case Waiting on approval Ready to imple ment Analysis Impleme nt Acceptan ce Deliver y Don e Strategic Governance framework Project Governance framework Team A Team B Feedback loops Coordination Governance framework 3. OPERATION LEVEL Backlog Analysis SP 1 SP 2 SP 3 Backlog Analysis Team A Dev. Ops Arch Delivery Done Implement Acceptance Delivery Done Team B. . . Acceptance Team A 2. COORDINATION LEVEL Team Implement Backlog Analysis Implement Acceptance Team C 6