{"id":885,"date":"2020-01-23T06:34:23","date_gmt":"2020-01-23T05:34:23","guid":{"rendered":"https:\/\/agilerasmus.com\/wordpress\/?p=885"},"modified":"2020-01-23T06:54:51","modified_gmt":"2020-01-23T05:54:51","slug":"fixing-the-race-condition-of-strategic-initiatives","status":"publish","type":"post","link":"https:\/\/agilerasmus.com\/wordpress\/fixing-the-race-condition-of-strategic-initiatives\/","title":{"rendered":"Fixing the race condition of strategic initiatives"},"content":{"rendered":"\n
\"\"\/<\/figure>\n\n\n\n

Since 2015 Bankdata has been subject to one of the largest agile transformations in the history of Danish software industry. Over a period of 1.5 years Bankdata adopted Scrum in over 100 teams and more than 650 employees have begun the journey towards an agile mindset. As the company name implies, Bankdata work with financial software supporting a wide range of banks in Denmark. The company is more than 50 years old and have a long legacy in the industry. I have lately been part of a team (Birgit, Annica and me) helping Bankdata management to act modern and agile in their strategic planning. <\/p>\n\n\n\n

Race condition<\/h1>\n\n\n\n

Traditionally\nthe management team set out a fixed list of strategic initiatives that should\nbe implemented in the coming period. This is great, it gives a direction for\nthe organization and helps each employee and manager to plan activities to\nimplement the strategic initiatives. <\/p>\n\n\n\n

The big\nissue with the approach is the competing nature between the organization wide strategic\ninitiatives and the customer orders. Roadmaps and capacity are typically\nplanned in close collaboration with the customers and leaves little room for\nthe strategic initiatives to succeed; we observe a race condition in the\nsystem. There are several ways of fixing this issue. In Bankdata we believe\nthat the race condition can be managed by doing a joint planning together with\nsponsors, initiative leads, stakeholders and involved parties where conflicting\npriorities are visualized and mitigated. <\/p>\n\n\n\n

Big room planning<\/h1>\n\n\n\n
\"\"\/<\/figure>\n\n\n\n

The approach proposed to solve the race condition is to adopt the practice of big room planning at periodic intervals.<\/p>\n\n\n\n

Big room\nplanning is an agile practice where all sponsors, initiative leads, stakeholders\nand involved parties gather to agree on a shared plan for a timeboxed period. In\nthis case the timebox is set for a 4-month period. This is done by introducing\na pull-based approach where the initiative leads presents the activities and\nkey deliveries and the business units pull the work into their swim lane where\nappropriate. <\/p>\n\n\n\n

Expected\noutcome: Effective execution of strategy, early identification of dependencies,\nvisualization of bottlenecks, capacity issues, business units can pull\nactivities, alignment of initiatives across the organization.<\/p>\n\n\n\n

The agenda\nfor a big room planning is:<\/p>\n\n\n\n

  • Welcome\nand setting the stage<\/li>
  • Presentation\nof key deliveries and activities from the strategic initiatives<\/li>
  • Introduction\nto the planning process<\/li>
  • Planning\nand identification of issues and bottle necks facilitated by business unit directors<\/li>
  • Presentation\nof plan presented by business units with emphasis on the identified issues<\/li>
  • Re-planning\nfix of identified issues facilitated by business unit directors <\/li>
  • Presentation\nof plan with identified fixes<\/li>
  • Wrap-up\nand evaluation<\/li><\/ul>\n\n\n\n

    Preparation for business\nunits<\/h1>\n\n\n\n

    In\npreparation to the event, each business unit must get an overview of the\ncustomer-oriented roadmap and determine the deliveries for each month. This is\nto make sure that we only plan activities in business units with available\ncapacity for a given month. We want the input to be as sincere as possible. No\nmatter if the capacity is high or low. <\/p>\n\n\n\n

    Preparation for initiative\nleads<\/h1>\n\n\n\n

    In\nparallel, the initiative leads prepares a range of inputs for the big room\nplanning:<\/p>\n\n\n\n

    • Key\ndeliveries and expected month of delivery<\/li>
    • Ranked\norder of deliveries<\/li>
    • Activities\nwith an indicator of magnitude of involvement, need for competencies and target\ngroup<\/li><\/ul>\n\n\n\n

      The key\ndeliveries are placed in the top swim lanes of the planning board. This\nvisualizes the combined plan for all initiatives. This plan is ranked and\nprioritized in a collaboration between sponsors and initiative leads before\nentering the big room planning. <\/p>\n\n\n\n

      In\naddition, the initiative leads facilitates a process of breaking down the key\ndeliveries into activities identifying the magnitude of involvement, need for\ncompetencies and target group from the surrounding business units. <\/p>\n\n\n\n

      Planning and identification\nof issues<\/h1>\n\n\n\n
      \"\"\/<\/figure>\n\n\n\n

      During the big room planning, each business unit director facilitates a process of pulling relevant activities from the strategic initiatives into their swim lane. This is illustrated by a post-it in the chosen month for the actual business unit. The relationship between activities and strategic initiatives is visualized using different colored post-its, i.e. one initiative is written on yellow post-its and another is written on blue.<\/p>\n\n\n\n

      The business\nunit must consider their available capacity, the competencies needed for the\nactivity and if there are any synergies to relevant customer related work.\nIdentified issues and risks are illustrated by a colored post-it on the\nactivity: <\/p>\n\n\n\n

      • red\n= we need help to solve the issues<\/li>
      • yellow\n= we can mitigate the risk ourselves<\/li>
      • green\n= no risk.<\/li><\/ul>\n\n\n\n

        Re-planning and\nprioritization<\/h1>\n\n\n\n

        When all business\nunits are done pulling activities into their swim lane, the plan is presented\nin plenum to the sponsors and stakeholders. Initiative leads and sponsors\nvalidate if the plan matches the expected end state for the 4-month period. If\nthis is not the case, the sponsors and business units must work together afterwards\nto decide which key deliveries that must be postponed or changed for the plan\nto succeed. Depending on how the plan materializes, it may be necessary to\nrework the customer-oriented roadmap for the business unit because of the\ndecisions made by the sponsors and stakeholders. <\/p>\n","protected":false},"excerpt":{"rendered":"

        Since 2015 Bankdata has been subject to one of the largest agile transformations in the history of Danish software industry. Over a period of 1.5 years Bankdata adopted Scrum in over 100 teams and more…<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"spay_email":"","jetpack_publicize_message":"","jetpack_is_tweetstorm":false,"jetpack_publicize_feature_enabled":true},"categories":[3,21],"tags":[],"yoast_head":"\nFixing the race condition of strategic initiatives - @agilerasmus<\/title>\n<meta name=\"description\" content=\"Joint planning of strategy together with sponsors, initiative leads, stakeholders and involved parties where conflicting priorities are visualized and mitigated.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/agilerasmus.com\/wordpress\/fixing-the-race-condition-of-strategic-initiatives\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Fixing the race condition of strategic initiatives - 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