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Agile in Practice
FAST CHEAP
GREAT
DIPPED IN UGLY SAUCE
UTOPIA
YOU GET WHAT YOU
PAY FOR
JUST IN TIME TO BE TOO LATE
2
Presentation Agenda Topics for today
Introduction Who is your speaker?
Why do this? Faster, better, cheaper
Basics Scrum and the team
What’s next? Specific actions you’ll need to take
Closing Q&A
How is Agile different? Plan vs. Adaptive
3
Agile Trainer/Coach
Roy Schilling CSM, CSPO, CSP, ACP, ICP, ICP-ACC
30+ years in IT 16 years practicing Agile Worked in many industries including:
Banking, Insurance, Government and Manufacturing
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Faster, Better, Cheaper
Why do this?
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What are our goals?
Accelerate time to market
Manage changing priorities
Increase Productivity
Deliver in weeks rather than months or years Short customer feedback loops
Change happens, embrace it Reduce risk
Focus on rapid value delivery Eliminate waste in all its forms Quality is key!
Source: VersionOne State of Agile Survey
6
What are we trying to solve?
What percentage of IT projects will be cancelled before completion?
52.7% of completed projects cost an average of what percentage over the original estimates?
What percentage of projects are completed on time and on budget?
31.1%
16.9%
189%
What percentage of requirements, as originally defined, change during the course of the project?
35%
What percentage of requirements, are rarely or never used?
65%
Source: Standish Group Chaos Report
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Defined vs. Empirical
How is Agile different?
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Phased vs. Agile Methodologies
Iteration 1
Planning &
Analysis Design Build Test Deploy
Iteration 2 Iteration 3
Phased: Waterfall represents a stage-gated, defined approach to product development where
activities are done one after the other, leading to a single release.
Agile: Agile represents a substantial shift in the way projects are delivered, where all phases
are performed in short iterations and delivery happens frequently.
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Project vs. Product
Days 90 180 270 360 0
Project 1
Project 2
Project 3
Continuous Value Flow
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Scrum and the team
Basics
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52%
14%
9%
8%
3%
3%
2% 2%
2% 2% 1% 1% 1%
Scrum
Scrum/XP Hybrid
Custom Hybrid
Don't Know
Kanban
Scrumban
Feature-Driven Development
Extreme Programming XP
Lean
Other
Agile Unified Process (AgileUP)
Agile Modeling
Dynamic Systems DevlelopmentMethod (DSDM)
Many Flavors of Agile
Source: VersionOne State of Agile Survey
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The Agile Team
Roles:
Team: Cross-functional Self-organizing Accountable as a team t o complete the work Tasks work, estimates work, demonstrates to stakeholders
Product Owner: Single “wring-able” neck
Communicates the product vision and release goals Empowered to make decisions Accepts or rejects work results
Scrum Master:
Process Champion Facilitates Scrum Events Ensures that the team is fully functional and productive Removes barriers
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Product
Product Hierarchy
Feature 1
Feature 2
Epic 1
Epic 2
Epic 3
Epic 4
Epic 5
Story 1
Story 1
Story 1
Story 1
Task 1
Task 1
Task 1
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Online Bookstore
Example Product Hierarchy
Buy a book
Wishlist
Search for a book
Select a book
Purchase a book
Add a book
Delete a book
Search by author
Search by title
Search by genre
Search by price
Code
Test
Update Docs.
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Product
Backlog
1-4 Weeks
Daily
Sprint
Backlog Product
Increment
Product Vision/
Roadmap
Product
Release
Review & Retrospective
It may take multiple
sprints before there is
enough value to push it
to production
Scrum Overview
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Continuous improvement
What’s Next?
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Team Backlog Product
Source: Mike Cohn
These teams have to be focused on a business problem that the company wants to solve.
They have to stay together over long periods of time.
They have to have everything and everyone necessary to solve the problem they are formed to solve.
Each team must have a clear list of things that they are expected to build.
They have to meet the INVEST model or some similar standard.
They have to be so clear that the team can organize around them in a two hour planning meeting and leave that meeting with a high degree of confidence that they can be built.
Form complete cross-functional, self-organizing teams
Build prioritized backlogs
Every team must have the ability to deliver a working tested increment of the product, or a slice of the solution, that the team was formed to build.
It has to be measurable, free of defects, free of technical debt, and meet the acceptance criteria defined by the business.
Deliver working tested product every iteration
Anything that gets in the way of doing these is an impediment that must be removed!
3 Keys to a Successful Transformation
Define and communicate goals Define your goals for the transformation and how you will measure success
Train your people Give your teams the tools they need to be successful
Form teams Organize your teams and build
continuous backlogs of work
Iterate Implement small changes,
learn and adjust
Goals
Teams
Train
Improve
Steps of a Transformation
Agile in Practice – CX2020
Digital Factory
FINAL VERSION Digital Factory is a co-located continuous agile delivery setup
Delivery in program increments (3 months) split
into 6 2-week sprints
Cross-functional teams work on different elements of the journey – guided by
a Product Owner and facilitated by a Scrum
Master
DF business and IT leads steer methodology and
ensure operational efficiency, team progress
visible in burn down charts
Multiple sub-journeys can be developed within one
journey
Team members help multiple journeys at once
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Digital Factory vision centered around client, speed, and talent – enabled by strong cross-functional and cross-segment collaboration
… we digitize key client journeys – starting from the client perspective with the ambition to digitize end-to-end
… we accelerate time-to-market – matching rising client expectations and countering competitor offerings
… put the client in the center – putting client and advisors needs at the core of development
… attract key talents – ensuring a strong future leadership pipeline
Our vision: With the Digital Factory, …
Strong collaboration between different areas of the bank (business, IT, Operations, control functions, etc.) thanks to co-location of experts to take decisions quickly, strengthen end-to-end responsibility and challenge the status-quo
Digital Factory approach Why? How?
Digital Factory represents a new way of working at UBS
On-the spot decision making: co-located interdisciplinary teams to make decisions on the spot
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Co-location: cross-functional and cross-segment collaboration to drastically reducing waiting times for input, feedback and approval
1
Agile : Prioritization of features every two weeks, fast prototyping and early releases of minimum viable products (MVP) key to delivering value to clients
2
Client focus: User centered design, early & frequent user testing along development lifecycle continuously adjusts focus to optimize client experience
4
Digital Factory co-locates key staff from various functions and segments
Collocation enables collaboration, fast decision making, and visual management – reduces travel time
WM
PB
CIC
Group IT MM&D, S&BD Legal & Compliance,
Banking Products
Design (St. Gallen) Offshore locations (Hungary, Bulgaria…)
CAs
PB
CIC
MM&D
IT
BP
Ops
WM
S&BD
…
From previously spread work locations of key staff… … to convenient co-location in Digital Factory
1
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Work conducted in the Digital Factory (DF) gets funneled from Strategy to Team level
1) Journeys may have Sub-Journeys. 2) Called Features in SAFe. RAID = Risks, Assumptions, Issues, Dependencies STC = Steering Committee; TO/ CCC= Transformation Office/ Cross Coordination Committee
Journeys1
Large cross-cutting, business-facing initiative linking DF activities to business strategy
Modules Solution to address a Journey; may span several Program Increments (>3 months)
Key Activities Item Lifecycle
Bi-weekly Team Demos and Retrospectives; quarterly Solution Demos and program synchronization
Strategy Definition
Sync level
Strategy level
Steering level
Backlog Content
• Ideation and innovation funnel • Evaluation of need and affordability • Go/ No-go decision, budget allocation and
priority setting for next fiscal year
Epics2
A defined service provided by the system, sized to fit in a single PI (3 months)
User Stories Short description of desired functionality, fit within one sprint to support incremental development (2 weeks)
• Shaping of Modules by • Managing requirements and RAID • Controlling budget • Preparing priorities + progress for STC
• Present progress since last PI • Breakdown of Journeys/ Modules into Epics • Prioritization of Epics and commitment of
delivery scope • PI planning (incl. high-level User Stories)
• Definition and estimation of user stories • Planning and executing sprints • Implement, test and present progress in bi-
weekly cycle
Team level
How do we shape the DF?
Where do we want to go?
Prioritization of business and
architecture topics on each level
Module Backlog
Epic Backlog
Team Backlog
3 years
1-3 years
3 months to 1 year
up to 3 months
up to 2 weeks
Strategic Plan • Definition of strategy and 3-year plans • Annual funding and direction setting
2
Onboarding agile: Continuous development since launch in 2016 – next phase is adaption in branch processes
MVP Digital Onboarding March 2016
Digital Onboarding app with manual client & product
opening process in Subitop – requires printing and physical sending of contracts by client
Backend Integration October 2016
Automation of client & product opening process (no manual data entry in subitop
anymore)
Qualified electronic signature (QES)
June 2017
Fully digital account opening journey,
paperless with qualified electronic signature – no printing/phyiscal signing and sending of contracts
required anymore
Client Mode Onboarding April 2018 (Pilot: Dec 2017)
New client onboarding directly in Client Moe Pay &
Save – transparent and online-inspired journey for client; time saving for CA as
Subitop not required anymore
QES at branch Second half 2018
Capturing of ID document & electronic signature using at
branch client's smartphone – pre-requisite for "instant banking", e.g. immediate
access to M/E-banking through Access App, virtual credit card,
etc.
Adaption in branch processes Mobile first
2
Client focus starts with visioning target client experience and is ensured by early and frequent client research and testing
Start: vision target client experience
Cut in smaller pieces, prioritize and define MVP
Create product backlog, prioritize and plan sprints
Develop, test, and release
Early and frequent client research and testing to ensure client centricity and realization of best client experience
2
Screenshot of user story backlog 2
User stories reflected in Jira, assigned to sprints with 2-weekly deadlines to
be completed and accepted by business
Specification of business requirements on the level of small, incremental
artefacts – parallelization of requirements definition, spec,
implementation, testing, and business acceptance
Screenshot of Sprint burndown 2
Hoi Anouk, kannsch hier noch einen Screenshot von einem Sprint Burndown reinlegen? DANKE!!
Transparent tracking of development progress through 2-weekly burndown charts. Completed stories are always accepted by business – no black-box
w.r.t. dev. progress
Client advisor test – Design
Test room
The test observer
records issues for the
workshop and for the report
Recording of clicks and
mouse movements
Video recordings of face and voice of
the users
Business and IT stakeholders watch
from a separate room
• 2-day user test of Client Mode Onboarding performed on an interactive prototype
• Conducted in UBS UX lab at Europaallee
• 10 client advisors (PKB, PKI) incl. Regionaldirektorin Zentralschweiz participated
Test subject (CA) performs the
onboarding process
Moderator (impersonating a
prospect) acts as a sparring partner
for simulated client meeting
1 Introduction • All attendants introduce themselves
• The goal of the test as well as the procedure are disclosed to the test subject
• Test subject signs consent form
2 Pre-test interview
• Brief interview about the test subject (mostly on prior experience with Client Mode)
3 Test sequence approx. 30 min
• Test subject onboards moderator with prototype
• Observers follow the test sequence from the observer room.
4 Post-test interview
• Test subject fills in a standardized UX questionnaire (SUS)
• Test subject and moderator return to the observer room
• The test subject answers a set of questions regarding their impression of the prototype.
Test setup Test procedure
Observation room
4
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Some impressions… 4
01
03
02
04
Focus on small incremental improvements Don’t be afraid of failures, just don’t repeat them
Agile is a dial, not a switch
Small, cross-functional, self-organizing, dedicated Move work, not people
Make real teams
Internally, every 4 weeks at most Externally, every quarter at most
Deliver often
Direct and fast feedback between the team and users Customer value defined by the customer
Involve Users
Things to Remember
32
Q&A
Closing
WHAT WHY WHERE WHEN WHO HOW
Any Questions ???
