Oxfam Australia required an Agile Delivery Lead to support the Salesforce roadmap by playing a scrum role for the team, coaching the Product Owner and Scrum Master and uplifting overall delivery capability and practices.
At the same time, Oxfam Australia embarked on an ambitious initiative to incorporate feminist principles and agile values into their ways of working, but were understandibly slowed due to COVID impacts and organisational priorities shifting.
Co-design workshops, Ways of Working strategy creation, Agile delivery lead, Agile training, Agile coaching
We enhanced capability by offering customised training and coaching confidence across all levels of the teams we worked with, as well as co-designing and facilitating workshops to ensure Oxfam voices were heard within the Ways of Working strategy creation.
Our engagement fell into two primary streams; designing the implementation strategy for Oxfam 2.0, the organisation’s new ways of working framework and providing Agile Delivery Lead and Coaching to the Oxfam CRM team.
For Oxfam 2.0, we worked extremely closely with a number of key stakeholders and change makers within the organisation; questioning, workshopping and reviewing our assumptions, approach and strategic and tactical recommendations.
We utilised design thinking in our workshops, and used visioning, Liberating Structures and other facilitation methods to engage and draw out insights from our participants. We also made available training resources and artefacts.
Using this human-centred approach, we were able to turn a guiding Ways of Working framework into a strategic roadmap supported by a phased implementation plan that reflected the goals, needs and priorities of the organisation and its people.
With our Oxfam CRM engagement we were immediately part of the team, and attended all current ceremonies. We baselined team capability and shared back results, allowing all team members to opt-in to potential areas for capability uplift.
We supported delivery by Scrum Master and team coaching and continual backlog refinement to bring forward the most important items, and introduced story point estimation to reduce time based estimation complexity and speed up estimation process. By utilising these and normalising velocity the team was able to more accurately forecast the work they could achieve, and carry over work was significantly reduced.
We also dug deeper into the delivery methods, and ran a customised DevOps maturity assessment to isolate potential areas of improvement for the development team, and to ensure lowered risk and quicker release frequency.
By embedding with the team we were able to widen our circle of influence and were invited to other teams for facilitation, scrum master coaching and training sessions designed to allow learners to immediately apply the knowledge they have learned.
Additionally, we ran multiple ‘101’ sessions based heavily around scrum values and application of these to the ‘real world’ to familiarise teams with the pending Oxfam 2.0 rollout.
Beaker & Flint was able to re-ignite and empower the team working on Oxfam 2.0, and provide strategic direction and actionable next steps to embed feminist principles and agile values into Oxfam’s ways of working.
For our work within the Oxfam CRM team, we were able to leave the team with a newfound sense of confidence, a new method for committing to the right amount of work, and increased alignment on purpose, value and outcomes.
It was reinforced to us that there is a fundamental requirement for any change - no matter how big or small - to be led with education. Providing people the confidence in themselves starts with providing the why and the how, and ensuring they have the time and space to practice, make mistakes, and learn. We also learned that it’s a blessing to be invited in and able to share widely and often knowledge and teachings that will help people adapt.
Additionally we experienced yet again that the untapped potential, ideas, thoughts and opinions from those within the organisation will always trump that which is coming externally; which is why our preference is always for a co-design path when providing strategy or recommendations.