Public Services for A New Era – Outmaneuver Uncertainty. (https://www.accenture.com/_acnmedia/PDF-127/Accenture-Public-Service-New-Era.pdf#zoom=40)
COVID-19 heightened people’s awareness of the role of public service in our daily lives. Citizens and businesses realized that there are certain things only government can do. They saw government acting to protect public health. Now they are equally focused on what government is doing to support economic recovery. This hyper focus on public service offers a window of opportunity to reestablish the public service brand. What you do during this time—and how—has implications for people’s perception of government and their relationships with the public sector.
Our people, service delivery model and our partnership with APBG allow us to be proactive and responsive as circumstances change.
What capabilities are truly critical during this difficult time? How did we pivot to assist our clients in this difficult time?
“Exponential growing risk requires systematic, rapid response”. (“How Intel Minimized Disruption During the Global Pandemic”, Gartner Research)
Key talking points: Covid-19 shattered the conventional operating models and policies for many organizations, forcing them to ramp up their digital and cloud capabilities at lightning speed. Public Services in particular is at the center of this period of uncertainty. Citizens and businesses are depending on PS to guide them through the next few months, possibly years, of extreme uncertainty (e.g. the social and economic fallout is unknown). This era of uncertainty will force you to build more flexibility and adaptability into how you deliver outcomes to citizens, businesses and your workforce.
(Source: “Public Services For a New Era – Outmaneuver Certainty”. https://www.accenture.com/_acnmedia/PDF-127/Accenture-Public-Service-New-Era.pdf#zoom=40) The modern engineering principles were designed around the “Change is the only constant” even more relevant in a time of uncertainty. Our tried-and-true approach combines the best of modern engineering principles, processes, and techniques which have enabled us to bring our clients along to navigate and pivot during the unpredictable times
KM Additions to speaking notes This case study comes from Accenture’s Columbus Innovation Hub, which is closely aligned with Pivotal and APBG In an Accelerated Delivery engagement – remember this is an offering that is unique to Accenture – we had the unique opportunity to directly compare the results of a traditional scrum team from the client, to one of Accenture’s teams practicing XP. One of the questions that we get time and time again with respect to XP is with around the cost of pair programming – “why pay twice as much for the same work?” The direct comparison proved, without question even for us, the value of working in XP. Over a full year engagement, started in June 2018, we saw tremendous lift across a variety of key metrics from the team working in XP as compared to a traditional scrum team Throughput doubled : Average about 25 stories delivered per sprint vs. 13 average stories delivered before. Lead time was 4 times faster : Every story is ready for Product Acceptance in a day compared to 4 days of prior lead time. Cycle time was reduced by 4 weeks : Fully tested product is ready for UAT acceptance in 2 weeks instead of 6 weeks. Zero production defects for the past 2 releases. Less than 10 defects and no critical functional defects in UAT for the past 2 releases. However, it is important to call out that this is not exclusively a development efforts; to get these types of results the team had a very strong Product Manager in place In the end, there was…. Improved visibility & alignment: By creating an automated functional test, the business gained confidence in the product. What they view online will be exactly what will be submitted to the government. Improved productivity: Development efforts were reduced by 60-70%. Improved Time-to-Market: The team was able to deliver stories 2-3 times faster than other traditional scrum teams working on the project.
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Rod is the lead for our Intelligent Software Engineering
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ACCELERATED DELIVERY: TIER-ONE BANKING CLIENT –
THE CASE FOR XP
The innovation hub balanced team is operating in true agile mode and delivering leaner product quickly by
following extreme programming principles
6 Software Engineers
1 Product Manager
1 Scrum Master
(started in June 2018)
• Improved visibility & alignment: By creating an automated functional test, the business gained confidence in the product. What they view
online will be exactly what will be submitted to the government.
• Improved productivity: Development efforts were reduced by 60-70%.
• Improved Time-to-Market: The team was able to deliver stories 2-3 times faster than other traditional scrum teams working on the project.
TIMELINE Key KPIs