Deloitte Shared Services Conference 2018 Agile 101: delivering value using Agile Richard Barsby, Ashley Payne Rolls-Royce, Tom Bevan, Christina

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1 Deloitte Shared Services Conference 2018 Agile 101: delivering value using Agile Richard Barsby, Ashley Payne Rolls-Royce, Tom Bevan, Christina Ablewhite and Tiffany Roberts, Deloitte

2 Agenda Topic Content Person responsible Timing Purpose of the session Introduction Introducing the Facilitators Christina Ablewhite 10 minutes Daily Stand up What is Agile? Agile Development Introduction to Agile Common Misconceptions of Agile and Hybrid Agile Tom Bevan 10 minutes Agile in Practice Introduction to the project Agile Delivery at Rolls-Royce The business problem Richard Barsby, Ashley Payne 15 minutes Delivering Analytics in Agile Agile in Practice Agile planning game Tiffany Roberts 15 minutes Close Recap on the lab Q&A All 10 minutes 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Agile 101: delivering value using Agile 2

3 Introducing the Facilitators Richard Barsby Ashley Payne Tom Bevan Christina Ablewhite Tiffany Roberts Rolls-Royce Rolls-Royce Deloitte Deloitte Deloitte 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Agile 101: delivering value using Agile 3

What is Agile Key Concepts Agile Lean Rational Unified Process (RUP) Scrum Feature Driven Development (FDD) Extreme Programming (XP) Crystal Clear Adaptive Software Development Kanban These are

6 What is Agile Key Concepts Agile Lean Rational Unified Process (RUP) Scrum Feature Driven Development (FDD) Extreme Programming (XP) Crystal Clear Adaptive Software Development Kanban These are collectively referred to as agile methods, after the Agile Manifesto was published in Scrum is an iterative and incremental Agile framework 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Agile 101: delivering value using Agile 6

7 Agile Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over Process and tools Working software over Comprehensive documentation Customer collaboration over Contract negotiation Responding to change over Following a plan While there is value in the items on the right, we value the items on the left more Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Agile 101: delivering value using Agile 7

8 Common Misconceptions of Agile and Hybrid Agile No rules Understand why the rules exist and when breaking the rules, break them thoughtfully and seek to ensure that the why is addressed No planning An Integrated Work Plan is required Agile is always better Sometimes a hybrid agile or waterfall project is better depending on the project dynamics Gets started faster Agile and hybrid agile requires diligence and upfront planning PO can be the Project Manager The Product Owner should represent the business and be a knowledge client resource No documentation Documentation that adds value and that will persist after the project ends should be created and maintained Scope is completely flexible Plan where you can be flexible and where you must manage scope more formally Agile is easy (so is hybrid) Like agile, hybrid agile projects require more discipline than traditional projects Faster delivery Without a strong foundation, agile can be a euphemism for disorganised 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Agile 101: delivering value using Agile 8

Ceremonies Artifacts Roles Agile in Practice Product Owner Scrum Master Agile Team Product Backlog Product Roadmap Sprint Backlog Sprint Burndown Chart

9 Ceremonies Artifacts Roles Agile in Practice Product Owner Scrum Master Agile Team Product Backlog Product Roadmap Sprint Backlog Sprint Burndown Chart Impediment List Product Increment 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Agile 101: delivering value using Agile 9

10 Analytics Agile Journey at Rolls- Royce Richard Barsby, Ashley Payne 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Agile 101: delivering value using Agile 10

11 Analytics Agile Journey 11 Ashley Payne Global BI & Data Lead Richard Barsby Programme Manager

12 Context Regarding Complexity Influences of the Aerospace industry & Rolls-Royce on a Transformation Journey Aerospace Industry: Appetite for Risk Compliance and Traceability Conditioned - How fast is fast? Rolls-Royce Plc: Engineering company Est Traditional hierarchical structure Burdened by procedures Be mindful of wider influences when embarking on a transformation journey 12

Customer & Services Product Development Production Systems Manage the Enterprise Factory Portfolio & Planning

The proposed delivery mechanism to enable the Analytics Strategy Established delivery ready multi-skilled teams,

Data Readiness & Integration Factory Foundations Data ready environment (assess, land, model, catalogue) in line

13 Customer & Services Product Development Production Systems Manage the Enterprise Factory Portfolio & Planning Operational planning, ensuring alignment to business strategy and enterprise architecture Analytics Factory Concept The proposed delivery mechanism to enable the Analytics Strategy Established delivery ready multi-skilled teams, aligned to operating system, with complete end to end responsibility for building and maintaining content DEV OPS Data Readiness & Integration Factory Foundations Data ready environment (assess, land, model, catalogue) in line with Rolls-Royce s strategic informational pyramid Enabling capability through innovation in technologies and operating methods 13

14 Where appropriate, adopt Agile principles & values Autonomy for fast local decision making Operating Principles Key principles to guide the team during the Transformation Journey Delivery within existing ETL, EDW, BI/MI architecture Environmental control to enable DevOps Empower the business through Self-Service Full Transparency, intolerance of waste & prioritisation based on value Strong focus on User Interface / Experience Constant time to market reduction and frequent releases Full end-to-end responsibility Tools & Technology Measures & Motivators Governance Interactions Analytics Factory Processes People & Organisation Culture Minimise hand-offs across boundaries Established & empowered delivery ready multi-skilled teams Promotion internal knowledge retention Accountability through clear alignment Promote high energy, fast pace, strong teamwork Foster innovation & be unafraid of failure Embrace agile culture & principles over practices Reduce complexity & waste by focusing on the fundamental 14

15 Lighthouse Approach: An experimentation oriented focus, utilising real time data and instant feedback to judge effectiveness and optimise the transformation journey The Approach Demonstrating value & learning, through doing. Amongst many initiatives, effort centred around: Acquiring the necessary knowledge and expertise Defining an Applications strategy focused on consolidation Fostering a culture conducive of agility Demonstrating tangible results Results include: Time to market reduction of 87% Cost of delivery reduction of 97% Product usage uptake by over 1500% Backlog generation & exploitation of synergies 15 The challenge for Rolls-Royce is now one of scaling..

Agile Planning Game How to Play The Game: You are divided into small groups, comprising of customers and a scrum team The scrum team will deliver a model of an

and they determine It is a cyclical process and there will be several planning cycles, followed by a build and review cycle On your table you should have: Playdough

17 Agile Planning Game How to Play The Game: You are divided into small groups, comprising of customers and a scrum team The scrum team will deliver a model of an object specified by your customer The customer will specify features / requirements that the model should have The scrum team will build the model on a schedule you and they determine It is a cyclical process and there will be several planning cycles, followed by a build and review cycle On your table you should have: Playdough Feature Cards Builders & Everyone handout 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Agile 101: delivering value using Agile 17

18 Agile Planning Game Everyone Handout Initial story writing (3 minutes) Customers decide what they want and begin to build feature cards one feature per card. Keep the builders informed. Give them the cards as they are written. Builders self organise and discuss things with the customers. When you get a card, estimate its time in ideal minutes. Give it back to customers Planning (1 minutes) Builders announce your velocity for the next period. Customers choose he most desirable features up to a time limit determined and announced by builders (velocity) Building (4 minutes) Builders build features on the cards given above and consult with customers as needed. Customers build new cards as desired. Give them to Builders for estimation. Review (2 minutes) Builder presents the features they have done back to the customer for sign off Planning (1 minute) Builders estimate new cards, if any, and decide on a new effective time limit. Customers choose new features as before. Building (4 minutes) As above Review (1 minutes) As above 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Agile 101: delivering value using Agile 18

19 Agile Planning Game Builders Handout (Scrum Team) Role Summary Your job will be to deliver a model of an object specified by your customers on a schedule you and they determine. This is a cyclical process and there will be several planning cycles, each followed by a build cycle Tasks On the planning cycle the customers will specify a feature of the project to be drawn/ build by describing that feature on a card. You will be given a set of these cards and you are to write a time estimate on the card for how long you think it will take your team to deliver (draw / build) that feature in a following build cycle. These times are ideal project times assuming that there are no interruptions and everyone can work at full speed. The estimated cards are given back to the customers who will chose a set build in the next iteration If you can t complete an estimate card you can give it an infinite time estimate or ask clarification or ask to have the feature split into smaller features. You are only to build what they ask for You are also to determine how fast you can work in the sprint planning cycle. The build time will be given to you, but you will probably want to promise only a portion of that as effective build time. Give this time to the customers. If you say 3 minutes for example, you will till have 5 minutes of build time. The extra is what you think you may need for prototyping, planning, meetings, filling in time sheets etc You will be given back a set of cards (features) with a total time up to, but not exceeding the effective time you choose. This will be your build task in build cycle On the build cycle you will choose one of the cards you have been given and draw/build that feature, followed by another until either of you finish or run out of time Check that your customers agree that you have built what they wanted If you run out of time before finishing, the remaining cards go back to the customers for the next planning cycle If you finish early you can go back to the customers for more work up to the remaining time in the build cycle Note that at any time you may be given additional feature cards for estimating, Write a time estimate on these as usual, but they are for build in a feature cycle 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Agile 101: delivering value using Agile 19

Agile Planning Game Delivered Previously

22 Key Takeaways Fail Fast, Fail Early and Learn Scrum is an iterative and incremental Agile framework Agile values customer collaboration and quickly responds to change Agile breaks down the barriers between developers and the business as they work as one team Key roles include: the Product Owner, Scrum Master and the Agile team Key ceremonies include: sprint planning, daily stand ups, sprint review and sprint retrospectives 2018 Deloitte MCS Limited. All rights reserved. Deloitte Shared Services Conference 2018 Agile 101: delivering value using Agile 22

Thank you Thank You! 2018 Deloitte MCS Limited. All rights reserved.

26 This publication has been written in general terms and we recommend that you obtain professional advice before acting or refraining from action on any of the contents of this publication. Deloitte MCS Limited accepts no liability for any loss occasioned to any person acting or refraining from action as a result of any material in this publication. Deloitte MCS Limited is registered in England and Wales with registered number and its registered office at Hill House, 1 Little New Street, London, EC4A 3TR, United Kingdom. Deloitte MCS Limited is a subsidiary of Deloitte LLP, which is the United Kingdom affiliate of Deloitte NWE LLP, a member firm of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ( DTTL ). DTTL and each of its member firms are legally separate and independent entities. DTTL and Deloitte NWE LLP do not provide services to clients. Please see to learn more about our global network of member firms Deloitte MCS Limited. All rights reserved.