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Agile Transformation at Barclays Retail and Business Banking (RBB) Agile Business Conference 2011 Agile at Enterprise Scale track Presented by: Lubaina Manji – Barclays Retail and Business Banking Dragan Jojic – Tata Consultancy Services

Agile Transformation at Barclays Retail and Business ... · Agile Transformation at Barclays Retail and Business Banking ... Lubaina Manji Barclays Retail and Business Banking

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Agile Transformation at Barclays Retail and Business Banking (RBB)Agile Business Conference 2011Agile at Enterprise Scale track

Presented by:Lubaina Manji – Barclays Retail and Business BankingDragan Jojic – Tata Consultancy Services

The Takeaway

Succeeding with individual projects won’t change the organisation

Coaching project teams does help build capability, but…

Agile transformation cannot be a Technology-driven initiative

No-one said it would be easy

Agile transformation requires coordinated effort at different levels of the organisation

Acting as integral part of delivery achieves more effective results

For best results and to gain sponsorship, start with the customer

It is harder than we thought it would be – you are not going to get it right first time!

Why should Barclays RBB change?

THE GOAL THE VISION THE MEANS THE LENS

With Agile, we can achieve the following

• More useful and innovative products and services

For Barclays RBB Customer:

• Faster: Earlier realisation of highest business value• Cheaper: Incremental investment and reduced cost

of poor quality • Better: Solutions that better meet the needs;

improved user satisfaction

For Barclays RBB (Business & Technology):

• Improved productivity• Sustainable pace

For the Team:• Increased ability to contribute and

deliver value• Higher morale

For the Individual:

Our Transformation Journey

Improving delivery of individual projects

Engaging Business Value Streams

Achieving organisational responsiveness

Coaching individual projects

Improving delivery of individual projects• Coaching individual project teams• Achieving localised success• No wider organisational change

Coaching individual projects

Why?• Start small to allow us to find our feet• To identify organisational barriers to Agile and learn how to build

“one team”

What?• Low risk but ample business value• Minimal dependencies on other projects and infrastructure• Clear benefit from Agile delivery

How?• Work with “volunteer” teams• Identify and support committed business (product) owners• Build in quality by improving delivery practices

Expanding into Business Value Streams

Improving delivery of individual projects• Coaching individual project teams• Achieving localised success• No wider organisational change

Engaging Business Value Streams• Bringing together all functions and capabilities involved in delivering

value to a selected part of the business• Eliminating unnecessary work, hand-offs and layers

Business Value Stream (BVS)

Why?• Agile is not just a Technology-driven initiative• “Break and reset organisational bones”

What?• Wide enough to include all capabilities required for successful

delivery• Narrow enough to be focused and responsive

How?• Choose the right group – Executive sponsorship and commitment • Deliver 3-5 projects, learn by doing hence build delivery capability• Form and facilitate Guiding Coalition

BVS Guiding Coalition

Defines success• What will success look like?• What needs to be in place to enable success?

Enables success• By removing barriers and addressing identified organisational

challenges • It’s okay to fail sometimes

Leverages success• By communicating and helping spread lessons learned in the form

of good practices across the organisation

Becoming Organisationally Agile

Improving delivery of individual projects• Coaching individual project teams• Achieving localised success• No wider organisational change

Engaging Business Value Streams• Bringing together all functions and capabilities involved in delivering

value to a selected part of the business• Eliminating unnecessary work, hand-offs and layers

Achieving organisational responsiveness• Customer value driving everything we do• Strengthening our collaborative and boundary-less culture• Picking up the pace of flawless execution

Organisational Agility

Why?• Channels are constantly developing and changing• We have to be ahead of the pack

What?• Agile principles and practices are the norm

How?• Move Agile Programme from Technology to Customer Experience • Focus on the customer• Become integral part of the delivery teams

And don’t forget to…

Communicate, communicate, communicate!• Roadshows and briefings: raise awareness and find early

adopters

Build capability• Targeted training – one size does not fit all

Share and celebrate success• Publish case studies• Make use of champions in Business and Technology

Governance is not optional• Simplify governance to support Agile delivery• Ensure that regulatory obligations are not compromised

Engaging Business Value Streams (Portfolio)

Improving delivery of individual projects (Operational)

Achieving organisational responsiveness (Strategic)

Our Transformation Journey

The Takeaway

Agile transformation requires coordinated effort at different levels of the organisation

Acting as integral part of delivery achieves more effective results

For best results and to gain sponsorship, start with the customer

It is harder than we thought it would be – you are not going to get it right first time!