ENTERPRISE AGILITY

RE-LAUNCH AGILE TO CREATE CORPORATE PERFORMANCE CULTURE.

THE CASE OF SCANDINAVIAN BANK Yuriy Malishenko, Senior Consultant | Zurich, June 24, 2014

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* Why are we doing this?

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* There always are

concrete motivators for change

Quicker time

to market

Better quality

of product

Higher engagement

of people

Higher

productivity

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* Our approach to transforming enterprise

to become agile

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* Case of Scandinavian bank

1. Business: life insurance division.

2. Distributed setup – 60 people onshore and 40 people offshore.

3. Software landscape is very diverse, spanning over mainframe, big data, sale

tools, web and mobile applications.

4. And obviously a diverse technology stack.

5. ‘Waterfallish’ approach to building software.

6. Previous attempt to launch agile which did not yield a sustainable result (and

was actually focused on a team level).

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* What were the needs?

1. Support establishing the new corporate performance culture through re-

introducing agile practices, but on all levels this time.

2. Drawing execution vertical into business understanding so that two are

aligned.

3. Making the distributed setup more efficient in terms of communication and

collaboration.

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Agile backlog

methodology

Agile on teams level

Agile on level of

programs

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* First step - assessment

1. Portfolio management & Backlog

and content authority

methodology.

2. Teams composition & Program

execution.

3. Continuous improvement.

According to the findings from the assessment,

there were several areas of improvement identified.

These areas were prioritized and served as the

scope definition for the implementation program:

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* Set up the scene – reorganize

1. Cross-functionality

versus technology was

challenged.

2. Roles were defined and

introduced.

3. Teams were designed

and announced.

We used a further analysis of initiatives pipeline to

understand how programs may potentially be formed

and therefore see how people could be allocated

among more or less fixed teams (6 months at least).

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* Then backlog methodology to organize the flow

1. Educate content people in product

ownership and requirement

management the agile way.

2. Practically support the content group

to ensure business value is at the roots

of content definition.

3. Implement the right way of tool usage

to support the flow and backlog

methodology.

During the model of the backlog methodology

and organizing the flow, we were focused on

achieving tangible results in the areas of:

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* Ensure there is an agility foundation on team level

1. Educated 11 teams across two

locations.

2. Ensured there was a coaching

support for inexperienced

Scrum Master roles.

3. Established a measurement

system to track agility adoption

in the organization on a team

level.

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* Implemented program execution to close the loop

1. Educated the entire organization in

the Scaled Agile Framework

customized to their needs.

2. Simulated release planning over 2

days in both locations, with the entire

organization.

3. Handing over to the process of

continuous improvement to the

internal coaching group.

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* Common pitfalls and challenges

1. Shorter plan may not work in reality – cultural change requires time.

2. Agility of the entire organization requires a massive change in how

requirements are formalized.

3. Such changes require something more than just a training.

4. Tools: agility on enterprise level is a challenge – it requires specific

features from your tool set.

5. Continuous improvement may require an internal coaching group to

support it.

6. Change in one division most certainly triggers more changes outside.

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* Summary

1. Plan yourself for a long journey.

2. Approach holistically – external parties, tools, etc.

3. Use expertise from experts – saves your time and… money.

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* THANK YOU FOR YOUR TIME!