Business agility for Origin Energy
What do you do when you want to leverage Scrum's powerful inspect/adapt processes but you can't wait until the next Sprint to create reports on changes to the energy market?
ZXM trained Origin Energy's data management and contracts teams on the essentials of Lean, Kanban and Scrum. This training included teaching communiucate complex agile concepts through simulations on flow, value stream mapping, work in-progress, visualisation and batch theory.
Team members looking at waste in their process
Once training was completed, ZXM helped Origin create a business agility approach to their core- and project work and then assisted the program manager embed these new agile behaviours in his team leads.
ZXM's approach to business agility for Origin was:
- Use Scrum's key meetings – Sprint Planning, Daily Standups, Sprint Review & Retrospectives
- Do away with separate Scrum Master & Product Owner roles – imbue the team leads with the responsibility to own their processes, manage the flow of work items, and collect simple metrics to understand the impacts of sudden, unexpected work requests
- Use Kanban to visualise work in-flow in the teams and support continuous improvement in lead time and cycle time.
- Use Kanban to create a planning horizon at an Epic level for upcoming months and then quarters
- Manage the flow of planned and un-planned work – permitting the team to set and achieve goals helped boost productivity and morale, while similtaneously managing flow enabled the team to swarm on sudden work requests and then move back to planned work
- Use a two-week Sprint cycle – promoting an inspect/adapt approach to work, creating transparency of actual work "done" to the program manager to improve understanding of the impact of ad-hoc and urgent requests on project-based work
Within a few short months, the benefits Origin had received through adoption of business agility were:
- Radical transparency across the entire program regarding resource issues, impediments, and the flow (lead time and cycle time) for their work
- Significant improvements in the team's efficiency measured in velocity, lead time and cycle time
- Improved communication between teams to share knowledge of good practice that created repeatable outcomes
- Improved customer satisfaction through better expectation settings regarding when work could commence (lead time) and how long it would typically take (cycle time)
- Improved use of resources across the program