Agile Approach - Australian Financial Institution
Agile implementation to enable greater collaboration across teams and project implementation at an Australian Financial Institution.
WHAT & WHY
Three6 implemented agile delivery into the World Class Delivery Model team at an Australian Financial Institution. The World Class Delivery team was tasked with upskilling 14,000 operational and technology employees to excel at operational fields such as capacity management, risk, business performance and continuous improvement. Whilst the goal was to uplift the performance across the group, many teams were already completing these functions in various levels of maturity.
The program team were required to build a training platform that enabled people to submit their current work, engage them through gamification and deliver training.
How might we reduce rework across our project implementation and increase collaboration and engagement to ensure we successfully deliver a cross country initiative?
HOW WE HELPED
We were asked to change the way that the team was working by breaking down the delivery to deliver value quickly and engage the team members and the broader organisation. To support their outcomes, we deployed agile ways of working within the team. To do this, we developed an overall roadmap of the product and identified outcomes to be achieved during the time frame that included technical build, cultural change and capability uplift. The roadmap was prioritised and the larger team (previously grouped by job classification) was broken down into multidisciplinary teams (including members from the business) that delivered features.
Agile Mindset
To be agile, it’s not just about the post-it notes on the wall. It is about creating a mindset to change the way you work. Three6 worked with the team to develop their approach.
Collaborative Approach
Using agile methods, we created a collaborative approach and sense of belonging along the project for the project team and business community.
Co-design
We co-designed the solution with the team. We didn’t just “go agile”. We asked the team about what worked and what didn’t and designed an agile framework that worked for them.
Stakeholder Management
Rolling out a program across 14,000 employees means there are a lot of stakeholders – and not all of them easy. We worked to engage them early, listen to their requirements, included them where possible and were firm with explanation when we were going in a different direction.
THE OUTCOMES
An Agile Team
This meant creating an environment where collaboration thrived, and every team member felt valued and motivated to contribute their best. Additionally, by actively involving stakeholders throughout the process, the project team was able to align closely with business objectives, garnering buy-in and support that further fueled project success. The aim was to build a sustainable framework where agile principles weren’t just applied but embedded within the culture, leading to a more adaptive, resilient organization that could respond to challenges with agility and confidence.
How might we reduce rework across our project implementation and increase collaboration and engagement to ensure we successfully deliver a cross country initiative?
Trained and Competent Team Members
Scrum methodology was also introduced, helping the teams to define what they are doing, collaborate daily to achieve results and pivot as things changed. This decreased delivery time of the project from the estimated 18 months to 12 months and increased user adoption, with 93% of teams participating in the training.
Agile Mindset Shift
To implement the agile mindset, the team was also taken through training on the principles and approach, shifting their ways of working and their own culture to become more collaborative in their approach and, thus, increasing adoption.
Reduced Delivery Time
Three6 helped the World Class Delivery Model go above original expectations and reduce project implementation time to delivery.