The Era of Bimodal Governance - EventRebels...Bimodal is not agile vs. waterfall or business unit IT...
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The Era of Bimodal Governance 1
The Era of Bimodal Governance - EventRebels...Bimodal is not agile vs. waterfall or business unit IT vs. Corporate IT or \൪ust dividing a team into two. Bimodal is about different
enterprises —cannot confront the demands of digital business with a single, conventional
approach.
Presenter
Presentation Notes
Every presentation should begin with an Aha slide. This might be a shortlist of key conclusions or a major SPA that is at the heart of the presentation. Alternatively, this could be the big, unexpected idea or trend illustrated with a thought-provoking diagram or illustration. This slide is intended to be the audience hook. http://www.istockphoto.com/photo/office-skysraper-in-the-sun-20274293?st=b609cb1
Bimodal is the practice of managing twoseparate but coherent styles of work —one focused on predictability and the other on exploration.
Mode 2 is exploratory, experimenting to solve new problems.
Mode 1 ispredictable, improving
and renovating in more well-understood areas.
Presenter
Presentation Notes
The focus in this definition is on styles of work. Bimodal is not agile vs. waterfall or business unit IT vs. Corporate IT or just dividing a team into two. Bimodal is about different styles of work, both of which are essential to the running of an enterprise. Mode 1 is a style of work optimized for areas that are predictable, with a high level of certainty. If you were asked to provide a detailed, pre-defined plan ahead of time, you would be reasonably confident about the content of that plan because much about the work was known in advance. Maybe the organization had done it before or it was a best practice, for example. Mode 2 is a style of work that is optimized for uncertainty. If you were asked to provide a detailed, pre-defined plan of how things would go, it would be hard or impossible, not because you hadn't tried hard enough, but because much of it was unknowable in advance. In Mode 2, one doesn't so much try to predict the future, as allow it to reveal itself, learning and responding as one goes. The future for enterprise is not a unimodal world in which everything is done in Mode 2. Both modes are necessary. Mode 1 should be used to exploit what is known, industrializing it and optimising it. Mode 2 should be used to explore what is unknown, creating and testing hypotheses that help you to learn as you go. Thus, the need for two modes is not temporary. That said, the tools that are used in each mode will almost certainly change over time, even though the need for both modes will remain. If you're new to agile development methods, then it is likely to be a Mode 2 tool. If you've been doing agile for years, however, then it's likely to be used also in Mode 1. Methods and tools will flow between modes. In reality, enterprises have always needed these two modes, just not as urgently as they do now. Mode 2 was a nice-to-have in a world that could bet on a business model remaining relevant for 50+ years. But today, as digital disruption comes hard and fast, the length of time you can exploit an advantage or a way of working is decreasing steadily. Thus, the importance of developing sustainable Mode 2 styles of work that explore the new increases. As an added catalyst, much of this disruption is technology-driven. It's tough to find a growth and innovation strategy today that doesn't have technology in it. As a result, the IT organization often finds itself on the pointy edge of this change, feeling the pressure to change. This means that often the IT organization is the first adopter of bimodal.
Price for performance Value Revenue, brand,customer experience
Mix of linear, iterative, agile,high-ceremony IID* Approach Mix of low-ceremony IID*,
nonlinear, agile AD
More plan-driven, more detailat start Governance More empirical, less detail
at start
Enterprise suppliers,long-term deals Sourcing Small, new vendors,
short-term deals
Good at dealing with complicated but known scenarios Talent Good at dealing with complex,
uncertain scenarios
Focused on scale Culture Focused on discovery
Presenter
Presentation Notes
Whatever analogy you select, consider that bimodal is more than just speed and changing cycle times. Bimodal recognizes that both Mode 1 and Mode 2 are valued and contributing members of the organization, even though each is focused on different goals, uses different methods and approaches, and requires separate governance styles. All of these will contribute to cultural changes, with Mode 1 focusing on enterprise productivity and performance needs, and Mode 2 more likely to be working closely with business partners on dynamic customer or market needs. In most enterprises beginning their bimodal journey, the focus at the start is on how to create a Mode 2 capability. In many cases, scattered Mode 2 capabilities already exist, so leaders need not start from scratch. Often, they can harness significant pockets of capability, coalescing isolated Mode 2 capabilities, like agile and lean approaches, or innovation management teams. Mode 2 is not only about going faster or experimenting. Simply creating isolated capabilities or decreasing project cycle times is not enough to deliver on the potential of bimodal. When approached comprehensively, Mode 2 should deliver sustained value through a substantive and integrated capability, not merely through one-offs. Bimodal is a road map for how these more agile capabilities coalesce into a coherent whole, and work in harmony with conventional IT approaches. When enterprises have some experience with bimodal, they generally enter a scale phase, in which focus shifts from Mode 2 identity creation to Mode 1 structural changes. One of the biggest myths of bimodal is that Mode 1 is immune to change. In the scale phase of bimodal, Mode 1 experiences at least as much change as Mode 2.
Myth 5 — Mode 1 is static and does not need to change.
Myth 6 — Mode 1 will disappear.
Presenter
Presentation Notes
Myth #1 Agile, DevOps and Mode 2 are synonymous — Agile is the most common capability that organizations start with in Mode 2, and it's a great place to start because it teaches many of the principles that underpin bimodal. But agile (and other iterative methods) is equally applicable to Mode 1 initiatives. Likewise DevOps. (See "The End of the Waterfall as We Know It", G00291841). Further, we anticipate that Mode 1 will adopt many of the approaches, methods and processes for which Mode 2 acts as a trailblazer, not least iterative methods. Myth #2 Bimodal is about software development — Bimodal is actually about the enterprise developing (or relearning) a capability to innovate and explore new opportunities, develop new products, new business models. Usually with technology, usually with software — but that's not what defines it and the software content may be a very small part. Myth #3 Mode 2 is less rigorous than Mode 1. Mode 2 methods are designed to be exploratory. Exploring and learning about something new can require more rigour than following a well-known path. Mode 2 introduces tools that enable the enterprise to take on projects with greater uncertainties associated with them, and potentially with greater risk. To do this well requires rigour. Myth #4 Bimodal is all about speed — the key value proposition of mode 2 is managing uncertainty and agility. Speed can be a powerful trait when looking to manage in an uncertain environment and create agility, but don't conflate speed and agility. But Mode 2 is not simply to plough through the application backlog faster. Its about innovating, exploring. Ultimately Mode 2 will deliver less stuff, of greater value, faster. Myth #5 — Mode 1 is static, business as usual and is only focused on incremental continual improvements. Nothing could be further from the truth — see renovating the IT core below. Myth #6 — Mode 1 will disappear. Mode 1 as we know it today will disappear, because of the renovation described below. But organizations will always have initiatives that have low levels of uncertainty associated with them, and ones that have high uncertainty — which need managing, leading and governing differently. Things that once were uncertain will take on greater certainty and so likely transition from mode 2 style of work to a mode 1 style. Other than start-ups, very few enterprises would be operating only in Mode 2 (for organizations that are 100% agile see Myth '1). So Mode 1 is here to stay.
Bimodal: Significant structural bet for whole business
Protocols for intermodal collaboration established
Big changes in Mode 1 process, technology, mindset
Start Project Bimodal:
Focus is on forging identity of Mode 2
Mode 1 and Mode 2 teams work independently
Projects are small, contained, emphasis on learning
Synthesize Bimodal
Business: Synthesis never "done"
Focus is on continuous improvement
Proactive business posture
Presenter
Presentation Notes
Bimodal has three phases. This workshop focuses on the first two. Clients who are just starting are in the first phase. Those who have been doing bimodal for 18-24 months are likely in the second, scaling phase. The third phase is future-based and is one view of how the future might look. The challenges and responses in each phase differ. Phase 1 — Start This phase is about kicking off a bimodal initiative. The focus at this stage is on forging Mode 2's identity in a Mode 1-dominant world. To do this, you should separate Mode 2 from Mode 1 at the start. This is to ensure that the Mode 2 identity doesn't get diluted into a Mode 1.5 — which is neither agile nor stable. Instead, physically separate both organizations to allow Mode 2 teams to learn this new style of work. Choose island projects with few dependencies on Mode 1, at the start and don't worry too much about collaboration between the two modes in this phase. Phase 2 — Scale Many clients are entering this phase now, in which their biggest challenge is how to take on more audacious work and scale some of the capabilities currently limited to Mode 2. In this phase, the focus is at least as much on Mode 1 change as it is on Mode 2 change. Mode 1 changes in three ways: the technology core is renovated so that it can absorb Mode 2 change at scale and at speed; Mode 1 also begins to change methods and tools — often this is where Mode 1 gets serious about agile, DevOps, continuous release and applying Lean principles to simplify work. And Mode 1 changes its belief system, away from possible rejection of, or indifference to, Mode 2, towards the recognition that both modes can and should exist. Phase 3 — Synthesize We have seen no clients in this phase yet, but we predict a third phase where bimodal becomes the normal way of doing business. A couple of models might emerge here. One is where the modes intersect and overlap at key points, such as in architecture, data, security, and customer experience. Another might be where key security, CX and data teams form separate pods that oversee both modes but are inside neither. At this stage, it's too early to tell. What we do know is that synthesis is never "done". Rather, it requires effort and vigilance to hone the balance between the things that the enterprise understands and can exploit, and the things that the enterprise doesn't understand yet and should explore. This work is ongoing. Which stage are you in?
1. Start before you're ready. Don't overplan. It's okay to be under the radar at first.
2. Careful what projects you kick off with. Choose islands, not extensions.
3. Understand that you learn more by experience in the field rather than a priori analysis.
"For the things we have to learn before we can do them, we learn by doing them." — Aristotle
Presenter
Presentation Notes
1. Start before you're ready. Most IT organizations should actually start becoming bimodal before they feel ready to, whether with agile development, an innovation lab, "hackathons" (intensive innovation sessions) with customers, Lean training for the operations team or partnering with a smaller vendor or start-up. Drivers to initiate bimodal vary, such as needing to spur innovation, increase responsiveness, meet specific project demands, explore digital opportunities or deliver on a mandate from the CEO to respond quicker yet more effectively. Still, a CIO may believe that now is not the time to develop a second mode. None of Gartner's case research supports this. Indeed, we found that CIOs with a Mode 2 capability developed it despite relentless business-as-usual pressures. Furthermore, most wish they had done so sooner. The case research does not point to any single area as the best place to start, but we have observed that the most successful CIOs launch Mode 2 with a single project focused on a single capability (e.g., agile development or increased innovation) rather than via an IT-wide transformation initiative (presumably because such initiatives are too slow and prone to failure). 2. Learn by doing. Bimodal is experiential, like swimming. It doesn't help much to read about it or study it theoretically. You have to do it to learn it. Minimize up front, detailed planning of every step. Do just enough analysis to understand your goals, and then begin. 3. To start, choose island projects that are contained in scope, have a business benefit, require some exploration (you don't have the answer in advance) and
QUESTIONS FOR THE PANEL
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GOVERNANCE
What does the governance structure for Bimodal IT look like?
Can a single governance structure span Bimodal projects?
As you move from waterfall to agile, what governance structure fits best?
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CULTURE
What's the difference between shadow IT and Bi-modal?
What are the impacts of Bimodal IT on the organizational culture of an agency?
How do you ensure transparency and collaboration when implementing Bimodal IT?
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SECURITY AND PROJECT MANAGEMENT
How does governance address security in a bi-modal environment?
What is the role of the PMO in the governance strategy?
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LESSONS LEARNED
What are the important lessons learned from managing in a Bimodal environment?
• Key challenges
• Best practices
YOUR QUESTIONS
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Post Session Housekeeping
• RATE this session in the conference app• To download the conference app search for APHSA Events
• VISIT the vendors in the Exhibit Hall during Breakfast and the Networking Breaks to learn more about the solutions presented throughout the day.
• DONATE to Childhelp – the ISM Technology for a Cause campaign to raise $10,000 to help stop child abuse in Arizona and across the country.
