IDEXX IT’s Agile Journey

1 © 2016 IDEXX Laboratories, Inc. All rights reserved.
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Bio
Belinda Nilsson-Rodrigues is the Sr Director
of IT Strategy and Portfolio Management for
IDEXX Laboratories, Inc., a leader in pet
healthcare innovation.
IDEXX is a $1.6B company that serves
veterinarians around the world with a
broad range of diagnostic and information
technology-based solutions.

Bio
Belinda is responsible for planning and
executing the IT portfolio for IDEXX.
She oversees a team of approximately 30
employees whom – with her guidance –
have begun to transform a previously
rigid process into an Agile approach to
planning and execution.

Bio
Belinda has 15+ years of IT experience -
having implemented and supported a variety
of large, global business solutions and
enterprise applications.
Prior to joining IDEXX, Belinda lived and
worked in Basel Switzerland and the San
Francisco Bay Area. She now resides in
Cape Elizabeth, Maine with her family.

IDEXX IT’s Agile Journey
Belinda Nilsson-Rodrigues, October 12, 2016

Introduction
Overview of IDEXX's "agile" journey – the
challenges and the successes and how we
are transforming the three P's (Portfolio,
Programs and Projects) to become
increasingly agile.

At IDEXX, IT focus on Planning, Delivery, Ops and
Support
Planning &
Execution
Delivery
Operations
Support
Type Description
Discretionary
Project
Time spent on an approved project.
Projects are major initiatives that have been approved for IT work, and generally have a budget and
a defined start and end date.
Enhancement
Time spent on small enhancement requests that are not Projects, Ideas, or Support.
e.g. Small Project Requests that do not go through the formal funding approval process, are not
cross functional and do not require hardware or software purchase, i.e. report modification, change
to a batch program, etc.
Non-Discretionary
Support
Time spent on supporting normal daily operations, i.e. "Keep the lights on" activities.
e.g. Application Support, Database Support, any activities you perform for your role or team for
Keeping the Lights On
Administrative
Time spent on activities required of all the IT Associates not specifically related to Projects,
Enhancements, or Support.
e.g. Mandatory Training, Non-Project Travel, Performance Evaluations (employee only).
Other
Time Spent out of office, i.e. non-working time.
e.g. PTO/Vacation & Non-PTO/Non-Vacation (holiday, jury duty, bereavement, etc.)

Why do we have Portfolio, Program and Project
Management?
Portfolio
Management
Program
Management
Project
Management
Benefit Optimize scarce
resources
Deliver business
outcomes
Reduce Risk
Focus Investment
optimization
Coordination,
governance,
communications
Deliver Results
Scope Proposals/projects/
assets
Multi-project
coordination
Project execution
Contacts Senior management Business leaders,
external partners
Project managers and
sponsors
Skills Strategy and
business realization
Change
management
Leadership
Source: Gartner

Can we leverage agile in our family life?

Can you relate?
o What are some of your thoughts when seeing this snippet of the
TED talk?
o How many of you leverage agile software development philosophies
in your family life?

3 P’s Management at IDEXX
Portfolio
Program
Project
1. Prioritized backlog (User Stories)
2. Defects
3. Tasks
4. Burn down
5. Burn up
1. Backlog grooming
2. Sprint Planning
3. Task Planning
4. Daily Standups
5. Review
6. Retrospective
1. Program backlog (Features)
2. Features Roadmap
3. Release Plan
1. Roadmap Planning (Program)
2. Release Planning
3. Product Management
1. Strategic Theme
2. Budgets
3. Roadmaps
1. Roadmap Planning (Portfolio)
2. Budgeting
Meetings Deliverables

IT Project Portfolio Process
Aligning demand with capacity for an achievable plan
Intake Planning Execution Delivery
DEMAND CAPACITY RESOURCE
MANAGMENT
BUSINESS
OUTCOMES
 Process is evolving
 Agile, iterative, adaptive process
 Strong focus on:
 Deliver capabilities early through frequent releases
 Shorter project cycles (targeting around 6 months)
 Prioritization
 Business case development. Understanding the cost, complexity, value of each of the projects
 Close alignment with LOB and strategy to build the portfolio
 Visualize the portfolio and creating transparency

Program Management
o Program management or programme management is the
process of managing several related projects, often with the
intention of improving an organization's performance. In practice and
in its aims it is often closely related to systems engineering,
industrial engineering, change management, and business
transformation.
o How many of you use SAFe (Scaled Agile Framework)?
o Program Manager is a new role at IDEXX
o One size does not fit all
o Working across the enterprise – not only an IT role

IT Project Management at IDEXX

Challenges
o Change management
o One size does NOT fit all
o Balance between the team and the executives

Successes
o More frequent portfolio reviews and prioritization
o Shorter cycle times
o Higher satisfaction
o Improved alignment

Going agile doesn't mean
not knowing where you're
going. It means being
flexible about the path
you take.

Agile Outside of the 3 P’s
o Enhancement Management
o Service Management
o Business Change Management
o DevOps

To Quote Sheryl Sandberg and Others:
What are your top
3 challenges?
What are your
ideas on how to
help solve them?
How can you be a
change agent?

What’s Next?
o Change is never
ending
o How do
organizations need
to evolve in the
digital world?

Questions? Thoughts? Insight?

Thank you!

November 9th Meeting
• Two Locations
• Portland (TBD)
• Augusta (TBD)
• Remotely facilitated by Dan Mezick
• Local facilitators on site

How's your Agile adoption doing? We all
know change in organizations is notoriously
difficult. A collection of powerful forces
routinely conspire, to thwart and impede even
the very best of intentions.

Given these Agile-adoption dynamics, how
can we do better? Perhaps the concept of
invitation can help. Invitation creates a
powerful dynamic of engagement. When a
person says yes to an invitation, powerful
and positive energies are instantly created.
These energies manifests as agreement,
engagement, membership and potentially,
deep alignment.

Is invitation the most important leadership
concept of the 21st century? Attend this
session to find out. The presentation applies
the concept to invitation to the planning and
leading of rapid, genuine and lasting Agile
adoptions.

December 7th Meeting
• Location and Topic – TBD
• Note date has been moved up a week
so as to not be too close to the holidays

Upcoming Trainings & Workshops
Certificate Program in Agile Leadership and Process Improvement
Course #1: Intro to Agile - 11/5 and 11/12 (Saturdays)
Course #2: Advanced Agile Practices - 11/19, 12/3 and 12/10 (Saturdays)
Certified ScrumMaster: 2-3 February, 2017
More info at agilemaine.com/node/28

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IDEXX IT’s Agile Journey

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