This presentation would cover lessons learned in trying to adopt Agile working practices within the Saudi public sector. We will discuss what has worked and more so what has not worked. The realities of high-pressure delivery commitments and how to secure executive buy-in to support such teams. We will take the opportunity to share what Agile practices and techniques are being applied and how business teams are succeeding in their adoption of Agile. We will also shed light on how public sector can meet their Vision 2030 objectives for effective governance through fostering collaboration, embracing transparency and engaging everyone, which are hallmarks of Agile.

1. Agile Transformation
Journey in Public Sector
Presented by Sultan Al Suhaibani

2. Agenda -
• Why?
• Saudi Vision 2030
• Challenges
• How?
• How the agile companies looks like?
• How to start the journey?
• Change management.
• Transformation rollout
• Do’s and do not - lessons learned
• Recommendation

3. 2030 Saudi Vision
• An Ambitious Nation
• Strategic Objective
• Enhance government effectiveness
• Improve performance of government apparatus
• Design a leaner and more effective government structure
• Direction:
• Organizing ourselves with agility
• Goals
• To raise our ranking in the Government Effectiveness Index, from 80 to 20
• To raise our ranking on the E-Government Survey Index from our current
position of 36 to be among the top five nations.

4. Challenges
IT is disconnected from the business.
Software lifecycle is too long
Software quality issues found at a late stage
Increasing citizen expectations

5. How the agile companies looks like?
AREA Impeded In Transition Agile
Organizational structure Function and project based Delivery based organization
Metrics
Function based Delivery based
Tools and technology
Traditional tools configured
for traditional development
Agile-appropriate tools
Business/Development
relationship
Handoff based
Product owners are engaged,
empowered
Executive support Unaware of Agile effort
and/or unsupportive
Actively involved.
Improving organizational agility.

6. What the value of Agile?
2008 to 2011
• overall development costs reduced by ~40%
• programs under development increased by ~140%
• development costs per program down 78%
Source: A Practical Approach to Large-Scale Agile Development (Addison-Wesley)

7. Transformation Journey
• This journey start with of learning… and unlearning
• What is your organization challengespains
• Define the business outcome
• Promote the agile vision

8. Transformation Journey
02
03
01
Learn &
Unlearn
Challenges
Effective
Strategies
Business
Outcome

9. Promote vision: what are they care about?
Executive Middle Manager
Strategic goals. New technology capabilities
ROI, Cost optimization. Building top talent.
Risk, security and compliance factors Improve efficiency
Source: Tactics for Leading Change - IT REVOLUTION

10. Tactics for Leading Change
• Identify peers who have already shifted their mindset.
• Hold Agile information sessions
• Make work visible.
• Highlight the successful changes of others.
• Engage coaches.
Source: Tactics for Leading Change - IT REVOLUTION

11. Best Practices
• Start Small – never Big Bang
• Think “Agile” rather than “Fast”
• Design and Promote your Agile Culture
• Have a Communications Plan
• Continual Learning and Continual Improvement
• Standardize on components, tools and infrastructure
• Expect small failures – fixed fast!

12. Please do not
• Agile vision isn’t related to Customer-Citizen value
• Failure to Manage Organizational Change
• Failure to Collaborate
• Expectations is unrealistic
• Under invest – especially in skills
• Involve just a few leaders
• Allow Blame into Reviews

13. Agile Adoption Duration
© 2018 Gartner, Inc.
Base: n = 165; Gartner Research Circle members currently using or piloting agile
Q. How successful has agile development in your organization been so far?
Q. How long has your organization been using each of these agile methods?
ID: 350928
Success With Agile Development by Length of Time Using Agile
6%
15%
47%
20%
12%
1
2
3
4
5
6
7
"Success
With Agile
Development"
[1 = Not Successful,
7 = Highly Successful]
Mean Shown
Successful
Less Than
6 Months
6 Months to
Less Than
1 Year
1 Year to
Less Than
3 years
3 Years to
Less Than
5 Years
5 Years or
More
Size of Bubble Represents Percentage of
Respondents With Given Level of Experience

14. Recommendation
• Make Continuous Learning part of the Organization DNA
• National - International Agile Awards.
• Agile in Universities – Institute
• Contribute to the community(meetup)