View
2
Download
0
Category
Preview:
Citation preview
Agile TransformationFaye HallAgile Transformation, American Express Technology
Personal Contact Info: faye.l.hall@aexp.com
DISCLAIMER: While American Express has agreed to share its name, experience and/or results in this presentation, this does not constitute a recommendation or endorsement. Results may vary.
WHO ARE WE?
We're a global services company that provides customers with access to products, insights and experiences that enrich lives and build business success
WHY TRANSFORM?
30-50% reduced time to market for new minimum viable products with more
frequent releases
Higher levels of innovation that will be needed for
tomorrow’s consumer and business landscape
Measured by customer experience, e.g. compelling
and innovative products
Aiming for 20%+ ($300M) run rate savings at the
company level through end to end delivery efficiency
and productivity
Quicker Time-to-Market Innovation Mindset, Skill-set, and Toolsets
Higher ConsumerValue & Quality
Decreased Development Costs
Technology Moving at Fast Pace
How agile supports theTechnology Strategy
Changing Competitive Landscape
OUR JOURNEY
Nov5Agileofficiallyintroduced
2011 2012 2013 2014 20152010
FebLaunchedForumsandCommunitiesofPractice
AprilDeliveryTransformation
Launched
Nov5DeployedEnterprise
Agiletool
JuneCentralizedAgileEnablement
JanMovetoCommonEnterpriseSprint
Calendar
Jan- SepTeamspilotingAgile
Prove It Enable It
Scale It
Institutionalize It
Increase Maturity
PocketsofAdoption
EARLY DAYS 2010 - 2012
qStrong Grass Roots Movement
qAgile was introduced into the SLDC in Nov 2011
qIn 2012 we were 18% agile adoption
qEarly adopters uncovered impediments
qThe CoE did not exist
q5+ Development Days was introduced
2013 - DT DESIGN PILLARS
Real Estate(co location) RolesHiring and Recruitment
Agile transformation Automation Metrics
The Delivery Transformation strategy aims to shift to a product centric model to drive speed to innovation through increasing productivity and development cycle
time.
MOVE GROUPS
A vertical slice of an organization
qCo-location
qRoles, talent and team design
qTraining
qProduct transformation and product definition
qTools
ACCELERATION - IN 2015 OUR GOAL WAS 50 % AGILE ADOPTION
• Established the CoE focused on agile coaching
• Developed and deployed measuring agile maturity
• Deployed enterprise-wide agile tool
• Launched a global quarterly 5 day awareness and training program known as Campus20
• Created internal hackathon events to showcase engineering and functional expertise, disruptive thinking and collaboration
Business Technology
• Established software product management organization liaising between marketing and technology teams focusing on portfolio level prioritization of critical and complex initiatives
• Created innovative mobile and commerce initiatives achieving an 85% customer satisfaction rate, doubled the number of monthly actives users for Amex mobile, and quadrupled the number of Card members viewing our offers
CENTER OF EXCELLENCE
qTraining Curriculaq Forumsq Newslettersq Clinics
qRoles and Career Framework for agile roles
qCoaches for top initiatives
qScrum Master Community Of Practice
qClosely linked with the automation office
qPartnering with DT Contacts
DT SUCCESS
qAgile Forums - servicing 1000 people.
qTraining
qTotal Hires: Over 18 months, hired 1,500+ engineers while reducing contractors from 80% to 40%
qAgile Adoption at 83% with approx 850 Teams.
qAgile Maturity increasing by 20%
qTool Chain Automation: Achieved 100% regression test automation based on selected areas
CHALLENGES
qLegacy Platforms
qCulture
qContext
qLeadership
qProduct Ownership
qMetrics
HOW DO WE CHANGE THE ENVIRONMENT?
Obstacle Removal Team Jedi Council
2013 2016
LEARNINGS q Measure outcome vs activity
q Impact of Enterprise Changeq Risk Management concernsq Gaps in skills & competenciesq Outdated IT-Business interaction modelq Legacy complexity
q Product transformation
q Balancing risks associated with an innovative culture against our proven historical successes with our traditional business
q Understanding the digital landscape
q The need to optimize enterprise activities and processes
q Accelerate automation
q Digital priorities, enterprise architecture and design
Business
Technology
AGILE AT SCALE
qSome pockets of success
qMake the system sprint
qCreate programs
qPrioritization at the portfolio
MOVING FORWARD
qIncreasing our Agile Proficiency → Business Agility
qAdvancing an Agile Culture and Mindset
qCelebrating Successes
qScaling with a solid foundation
qCreating an agile practitioner capability
IT’S NO LONGER JUST AN AGILE TRANSFORMATION
This is the new way of doing business
Recommended