PRESENTATION STRUCTURE

• Industry & Organizational Context

• Traditional corporate planning

• Agile at CIRA - Friction & Alignment

• Q&A

CONTEXT – ABOUT CIRA AND THE TOP LEVEL DOMAIN (TLD) INDUSTRY

OVERVIEW OF CIRA

• .CA added to root of Internet in 1987; operated by UBC volunteers

• Mandate & Authority granted to CIRA by Industry Canada (now ISED) in 1998

• Not for profit corporation; governed by elected Board of Directors; ISED Canada hold one non-voting seat

• Stewardship of .CA domain resource – operate world class DNS & registry

• 9th largest country code TLD in world (160 ccTLDs globally)

• Self earned revenue – no public funding

• We are a knowledge based organization

• 85 people (18 new in past 12 months); doubled 2008 - 2013

• Top employer – Ranks among Canada’s top small and medium size employers

TOP LEVEL DOMAIN LANDSCAPE

March 2009 July 2015

Source: the registry.co.uk

.com, .org, .net, .info, …

.com, .org, .net, .info, .bank, .car, .cars, .pizza

.NYC, .Paris, .sucks, .xyz, .sexy, .green, .bmw,

.rogers, .quebec, .商标, .ОНЛАЙН, .شبكة , …

323.1 m domains as at March 31, 2016

.CA DOMAIN REGISTRATION

EVOLUTION OF STRATEGIC FRAMEWORK, ORGANIZATION, PRODUCTS & SERVICES

CIRA Registry & DNS

FY11-13 FY14-16 FY17-20

- Social Responsibility - Products and Services – Registry and DNS

Community

Investment Program

Internet Exchange

Points

D-Zone Service

Fury Registry Platform

CIRA Feature releases

CIRA Feature releases

CIRA Feature releases

D-ZONE A secondary DNS service with nodes deployed around the globe for organizations doing business in Canada (DNS Performance, Distributed Denial of Service DDoS protection)

INTERNET EXCHANGE POINTS

INTERNET PERFORMANCE TEST

CANADA’S INTERNET PERFORMANCE: NATIONAL, PROVINCIAL AND MUNICIPAL ANALYSIS APRIL 2016 Get the Report https://cira.ca/sites/default/files/canadas-internet-performance-report.pdf

COMMUNITY INVESTMENT PROGRAM

MULTIPLE YEARS OF STRATEGIC FRAMEWORKS

FY17 – FY20 STRATEGIC PLAN

CORPORATE GOALS

FY17 – 20 STRATEGIC FRAMEWORK Building a better online Canada

• Management tool

• Multi-year roadmap

• Aspirational goals

• Reflects industry signals

• Organizational focus, priorities and direction

• Drive results

PLANNING & EXECUTION

Providing support for the mission of the organization by achieving the strategic goals through detailed execution which supports performance of the organization.

PORTFOLIO MANAGEMENT

VS.

PROJECT / OPERATIONS MANAGEMENT CONTEXT

Projects are not islands unto themselves—they exist within the larger organizational context and must be managed consistent with the higher-

order goals – which may change

Projects

Organization’s Strategic Plan

Portfolio Management

Program Management

Projects

Operations

13

ORGANIZATIONAL ALIGNMENT & MEASUREMENT

Vision & Mission

Strategic Objectives & Top

Level Strategies

Corporate Plan, Budget & Performance Metrics

Operations Planning

Project Portfolio

Planning

Management of On - going Operations (recurring activities)

Management of Authorized Programs

And Projects ( projectized activities)

Organizational Resources

Balanced Scorecard

Performance Management

Financial Management – Budget to Actuals

Annual Corporate Plan

FY11 – 15 TOP DOWN PLANNING

FY13 – INTRODUCE TO BOARD OF DIRECTORS: PORTFOLIO VIEW OF MAJOR ACTIVITIES

FY12 Projects FY13 Projects

Completed/Closed Projects

new IDN – Definition & Implementation new DNSSEC Phase II Implementation new .ca product - Registry Phase II (feature enhancements) new Host ICANN Toronto – October 2012 new Second Price-off Promotion new CIP – State of the Internet new CIP – Internet Exchange Program new CIP – other initiatives (sponsorships, IETF, IPv6, DNSSEC) new Implementation of internal Channel Scoreboard new RAR Service Level Agreement new Compliance Automation (development effort) new Sharepoint Data Migration new Implementation of BCP / DRP Plans new Network zoning new IFRS implementation new Goal management & Performance evaluation new Corporate system re-design new Three Year Strategic Plan

Middleware – place into production with RARs Corporate Governance & by-law changes DNSSEC Phase I – preparation for “signing .CA with DNSSEC” Registry Internal Control Remediation Integrity of Revenue / Metrics (BI development support) Maturation of Portfolio / Project / Risk management Re-build and mature Finance and Human Resources Development of an Intentional Culture Maturation of security management / Agile / ITIL Business Impact – BCP / DRP (Registry, Corporate and DNS) Governance activities – AGM, Annual Report, Elections .ca Advertising Program – Brand Awareness Co-op Program CIF, .ca Awards and community engagement (member events) Brandon Gray matter Security – Threat Risk (TRA) & Vulnerability Assessment (VA)

Middleware – Assessment, Design & Development Implementation of IPv6 – DNS Enabled and CIRA presence DCM and Registry Process Documentation Network Time Protocol Operations maturity – Test Track Pro implementation RAR Financial Reporting & Scorecard Live Chat Revised Market Analytics Pilot Price-off Promotion Public Website Re-design Corporate Telephone re-organization Crisis Communications Protocol C/GAAP Financial Statement Restatement Registry Financial Internal Control Assessment IFRS preparation – policy, Financial Statement format choices

IDN Consultation – Round I and II Middleware – place into production with RARs Corporate Governance & by-law changes DNSSEC Phase I – preparation for “signing .CA with DNSSEC” Registry Internal Control Remediation Integrity of Revenue / Metrics (BI development support) Maturation of Portfolio / Project / Risk management Re-build and mature Finance and Human Resources Development of an Intentional Culture Maturation of security management / Agile / ITIL Business Impact – BCP / DRP (Registry, Corporate and DNS) Governance activities – AGM, Annual Report, Elections .ca Advertising Program – Brand Awareness Co-op Program CIF, .ca Awards and community engagement (member events) Brandon Gray matter Security – Threat Risk (TRA) & Vulnerability Assessment (VA)

New Projects

. .

. Carryover Projects

Base Operations

FY15 – PRODUCT PLANNING FOCUS

•

•

•

FY16

FY16 – PRODUCT & ORGANIZATIONAL FOCUS

FY14 DEVELOPMENT OF BALANCED SCORECARD FY15 – IMPLEMENTATION, MEASUREMENT

FY15 - 16 BALANCED SCORECARD

.CA is a recognized leader and trusted voice in the Canadian Internet Community

Business Process Perspective

Financial Perspective

Learning & Development Perspective

Customer & Stakeholder Perspective

Customer & Stakeholder Perspective

Business Process Perspective

Learning & Development Perspective

Financial Perspective

Maximize core business Introduce new products

and services that result in growth

Support development of Internet-related activities

in Canada

Generate sufficient funds to support CIRA’s mandate

Create a dynamic, stimulating workplace

that attracts and retains top talent

Ensure CIRA has the competency and

capacity required to deliver strategic goals

Assessment of movement, adoption,

and buy in of intended culture

Maintain a safe, secure and stable

operating Environment

Optimize operating costs

Improve internal / external business

processes

Enhance Brand Growth

STANFORD UNIVERSITY

Strategy

Portfolio

Initiatives

Operate

How will we build - innovate? How will we operate?

Alignment from Strategy to Strategic Outcomes

Strategy based, prioritized set of initiatives balanced within the resources (people, $’s) required to accomplish them.

• Build a better online Canada • Redefine the Curve – Revenue or OE

STRATEGY IMPLEMENTATION & EXECUTION

FY17 – AGILE WORK PLANNING

.CA

D-Zone +

Product 1

Registry

Services

IPT + Product

2 CIRA

Operate

Donate - CIP

Innovate - LAB Unallocated

Resource Allocation Scaling

New Features

Uptime and

Security

Ease of setup and

debug

Building a better online Canada

Business Process Perspective

Financial Perspective

Learning & Development Perspective

Customer & Stakeholder Perspective

Customer & Stakeholder Perspective

Business Process Perspective

Learning & Development Perspective

Financial Perspective

Maximize core business Introduce new products and services that result

in growth

Support development of Internet-related

activities in Canada

Generate sufficient funds to support CIRA’s mandate

Create a dynamic, stimulating

workplace that attracts and

retains top talent

Ensure CIRA has the competency

and capacity required to deliver

strategic goals

Assessment of movement,

adoption, and buy in of intended

culture

Maintain a safe, secure and

stable operating Environment

Optimize operating costs

Improve internal / external business processes

Enhance Brand Growth

No change

Modified Remove

Modified Remove No change

Under review

Modified No change

New measurement

NEW STRATEGY – NEW BALANCED SCORECARD

AGILE – ALIGNMENT & FRICTION

WHAT IS AGILE?

•

•

WHY AGILE?

• Frequent planning that is adaptable – relies upon frequent prioritization

• Inspection, Adapt; Transparency

• Incrementally develop

• Improved communications within teams

• Shared goals; increased focus

INITIAL INSTANCE OF AGILE – SCRUM AT CIRA Software Dev & QA team: 2009 - present

ADOPTION OF AGILE – WILD WEST STYLE

Agile at CIRA – summer 2015

AREAS OF FRICTION

• Lack of common understanding, expectation of Agile

• Process integration –kinda, maybe

• Lack of integrated work management tools

• Lack of consistency from “Scrum team” to “scrum team”

• Still doing too much

• Executive team – how to manage an Agile organization?

• Top down versus bottom up planning

• Balanced scorecards “aren’t Agile”

• Project plans clash with Agile in principle

LAYERS OF PLANNING AND WORK EXECUTION

Mid-year review

SCRUM LEVEL PLANNING & EXECUTION

AGILE WORK STREAMS

Dev / QA / IM 2 – product teams

IT Operations 1 team – multi disciplines, products

Marketing & Communications 3 teams – multi disciplines, cross product

D-Zone

Reg Serv

IPT

Corp

Operations

CSR

Sprint Outcomes Product Owners

SCALED AGILE AT CIRA

• Agile in Name Only?

• Outside of Agile we perform Technical Planning; Decision Analysis; Risk Management; Stage Gates; Project, Program, Portfolio Management; Balanced Scorecards; Performance Management – Shared Goals

• Integrated Sprint planning across all products and delivery teams

• PMO ties sprint planning with Corporate plans, Strategic Plans – Strategy Execution

AGILE ACTIONS TAKEN TO DATE

•

•

•

•

•

•

•

UPCOMING PROCESS CHANGES

• Establish stage gates

• Quarterly business review – planning, retrospective

• Re-organize Sprint Reviews (includes demos)

• Formalize with HR – roles and responsibilities of Scrum Master, Product Owner

• Choose and implement integrated processes supported by integrated enabling tools

• Examine annual planning processes – can they become more agile?

• Re-examine training – executives, all staff

• Continue to extend Agile Framework to address the full delivery lifecycle

SUMMARY & WRAP UP

• Agile culture often at odds with structure of corporate planning & measurement systems - trying to achieve scaled enterprise process and culture alignment

• Agile movement is based upon “bottom up” self-organization of teams above structured planning

• While friction gets the most attention; alignment has been achieved in some important areas

• As a high performance knowledge based organization we are finding our way to strike the right balance and disciplines to achieve our multi-year strategies

QUESTIONS, DISCUSSION