Post on 30-May-2018
Splitting the ATOM Agile Target Operating Model
Harriet Green, The British Council James Yoxall, IndigoBlue
Digital British Council Agile Working in a non-Agile Organisation
Harriet Green, Digital Director The British Council
www.britishcouncil.org www.indigoblue.co.uk
The British Council’s Purpose
The British Council creates international opportunities for the people of the UK and other countries and builds trust between them worldwide.
We call this cultural relations.
www.britishcouncil.org www.indigoblue.co.uk
What we do in the name of Cultural Relations
English teaching Face-to-Face
English teaching online
Facilitate exams
Encourage student mobility
Promote English Teaching as a profession
Debate around governance in Education
Arts exhibitions and events
Manage an enormous Art collection
Promote the UK in 110 countries
www.britishcouncil.org www.indigoblue.co.uk
How are We Funded?
• The British Council is a UK charity
• We are a ‘mixed economy’: we generate our own income, and receive a Government grant
• 75% of turnover is self-generated income
• We generate income by charging for some services, building partnerships, sponsorships, and winning contracts from governmental bodies (UK and abroad)
• By 2015, for every £6 we spend on building international opportunities, less than £1 will come from our UK government grant
www.britishcouncil.org www.indigoblue.co.uk
The British Council and Digital – a Match Made in Heaven
If the British Council’s goals are to encourage…
• Positive interaction between people
• Debate
• Learning
• Mutual inspiration
• Reaching from the UK to the far corners of the world
Then the British Council and digital media could be made for each other!
www.britishcouncil.org www.indigoblue.co.uk
But… our Journey with the Digital Media has Been Bumpy
• ‘Big ticket’ development
projects proved hard
• The CMS started to look
it’s age
• Investment faltered
• Isolated teams left on their
own
• English language competitors
rose and grew strong
• Projects ran out of steam
• No consistent standards
• Effort duplicated
• High security risk
• Staff skills not developed
• Industry best practice
improved…
we didn’t keep up
• Pioneering early initiatives
• A global Content
Management System
• Popular English language
‘browseware’ websites
• Teaching via Second Life ...
www.britishcouncil.org www.indigoblue.co.uk
Digital Director Post Created to Breathe New Life into Digital
• FIT-FOR-PURPOSE DESIGN -‘responsive’, user journeys optimized for
tasks we know our users need to carry out, a new visual style
• CONTENT– global content assets created in a ‘global content store’;
local layer of content creates optimal user experience; we can support
any language or script
• A RATIONALISED DIGITAL ESTATE - digital assets audited, reduced from
765 to 330…so far. A tighter URL policy; a layer of harmonised social
media channels
• A NEW CONTENT PLATFORM - cutting-edge Open Source content
platform developed, we’ve named it ‘Solas’, replacing a multitude of
publishing tools, many obsolete and unstable. Rolling out to 110
country sites and to British Council project sites.
www.britishcouncil.org www.indigoblue.co.uk
Digital Director Post Created to Breathe New Life into Digital
• Rolled out global training to build Digital skills
• FULFILLMENT, ECOMMERCE AND CUSTOMER SERVICES - a global event
management tool; a global product catalogue; Digital Asset
Management platform chosen. We report performance and insights,
using Webtrends, Google Analytics and Hitwise.
• EFFICIENT PRODUCTION AND ROLL-OUT - Agile development process
allows resource allocation and production volume to be accurately
managed. Principle of the ‘minimum viable product’, ensuring timely
delivery followed by enhancements.
• BUILDING RELATIONSHIPS WITHIN THE BRITISH COUNCIL - network of
‘Heads of Digital’ now bridges Digital and business operations in every
region and business area, shares ideas and leads cultural change.
www.britishcouncil.org www.indigoblue.co.uk
Before…
www.britishcouncil.org www.indigoblue.co.uk
And after…
www.britishcouncil.org www.indigoblue.co.uk
The Digital Engagement Process
ENTERPRISE
SERVICES
• Common
payments
service
• Integration
platform
• CRM
integration
Digital engagement
WIDER USAGE
OPPORTUNITIES WIDER BUSINESS
BENEFITS
Participants, Audience, Learners, Leaders and influence
COUNTRY OPERATIONS
REGIONAL OPERATIONS
ENGLISH AND EXAMS EDUCATION AND
SOCIETY ARTS
www.britishcouncil.org www.indigoblue.co.uk
Challenges to our Digital Change Programme
• Low level of confidence
• 769 separate websites – now reduced to 335
• Lack of understanding of potential damage to the Brand
• Fear of changing familiar jobs, or even losing them
• Exceptionalism – “our part of the business is unique”
• Working across all time zones of the world
• Digital work has to be fitted in alongside the ‘real’ work
www.britishcouncil.org www.indigoblue.co.uk
What We Hear From Our Stakeholders
Our business in unique, we need a bespoke solution “
“
We have already explained our needs, you just have to make it happen
“ We need sign-off in close detail at every stage “
“ I like it, but our
stakeholders won’t
We have waited years for this, so we want everything to be right first time “ You promised that feature!
You can’t now say it will be
delivered later!
www.britishcouncil.org www.indigoblue.co.uk
What We Hear From Our Senior Management
“ When exactly will you deliver this? “ Please forecast in
detail up to 2020
“ Wouldn’t it be better
to outsource this?
Splitting the ATOM Agile Target Operating Model
James Yoxall IndigoBlue, Innovation Director
www.britishcouncil.org www.indigoblue.co.uk
Changing the Context
PROJECT
• THINKING INCREMENTALLY • MANAGING UNCERTAINTY
CONTEXT
www.britishcouncil.org www.indigoblue.co.uk
Interacting with the Context
GOVERNANCE
PROJECT
CONTEXT
www.britishcouncil.org www.indigoblue.co.uk
Adapt 2.0 Governance Framework
GOVERNANCE
STRUCTURE
PROJECT PLANNING
FORECASTING and
REPORTING
BASELINE and
CHANGE
MANAGEMENT
CORE
MODULES
PROTFOLIO
MANAGEMENT
GATING and
ASSURANCE
COMMITMENT
MANAGEMENT
BENEFIT and
VALUE MANAGEMENT
EXTENSION
MODULES
www.britishcouncil.org www.indigoblue.co.uk
Optimising the Whole - Operating Model
PEOPLE
WORK
www.britishcouncil.org www.indigoblue.co.uk
Operating Model Challenges
• Project centric?
• Product centric?
• Team centric?
How to structure teams to
accommodate work
• Units of funding?
• Budget with customer or supplier
• What authority with the budget
• Models for ownership
How work is paid for
• In-house
• Out-sourced
• Procurement models
• Measurement
Possible delivery models
• Discovery
• Build
• Support
• Run
The full lifecycle of work
• Ideas
• Business priority
• Demand / capacity management
Where do ideas come from?
www.britishcouncil.org www.indigoblue.co.uk
Planning Horizons
Strategy
Portfolio
Release
Iteration
Daily
www.britishcouncil.org www.indigoblue.co.uk
Project-Centric Model
STAKEHOLDERS
BACKLOG
TEAM
PRODUCT
www.britishcouncil.org www.indigoblue.co.uk
Product-Centric Model
STAKEHOLDERS
BACKLOG
TEAM
PRODUCT
STAKEHOLDERS
BACKLOG
TEAM
PRODUCT
www.britishcouncil.org www.indigoblue.co.uk
Portfolio Options Model – Capacity Management
STAKEHOLDERS
BACKLOG
CAPACITY
PRODUCT
STAKEHOLDERS
PRODUCT
STAKEHOLDERS
BACKLOG
CAPACITY
PRODUCT
www.britishcouncil.org www.indigoblue.co.uk
CAPACITY
Platform Model
STAKEHOLDERS
BACKLOG
CAPACITY
LOCAL PRODUCT
STAKEHOLDERS
BACKLOG
CAPACITY
LOCAL PRODUCT
PLATFORM
BACKLOG
?
www.britishcouncil.org www.indigoblue.co.uk
Target Operating Model - Components
Scaling up / out
Security
Integration
Tools
INFRASTRUCTURE NEEDS
PROJECT n
BAU
Objectives
Value KPIs
Backlog
Governance
PROJECT 1
Procurement
Tool adoption
Test automation
Continuous integration
ENVIRONMENT
Content update
Bug fix
“small” change
BAU REQUIREMENTS
• Business unit goals
• Strategic programmes
• Market / product development
CHANGE PROPOSALS
Objectives
Value KPIs
Backlog
Governance
• Content
• Bug Fix
• “Small Change”
• Demand management - Capacity measurement - Layers of planning
Value assessment - Priortisation - Reporting
PORTFOLIO MANAGEMENT
Thank you
Harriet Green, The British Council James Yoxall, IndigoBlue