Change Takes Guts

Scrum Day Twin Cities

September 16, 2014

Monica Kleve

2

Our structure

Thrivent

Investments

Front Office

Private Equity

Middle Office

Back Office Operations

Front Office Support

Middle Office

Support

Back Office Support

Planning

Thrivent

Agile Adoption

Office

3

Change Curve

4

Agile was a BIG change

From To

Daily priorities decided by individual Priorities set by product owner

Individuals assigned to projects/work Work assigned to teams

Part of many teams (fractionalized) Dedicated to a single team

Independent work Team work (Pairing, partnering)

Deadlines were random or regulatory 2 week commitments

Little credit for great work being done Visibility every two weeks and more

with customers in the room

Priorities change before completing

things

Focus on small deliverables and

finishing to get to value add

Focus on hours (estimating) Focus on results (definition of done)

5

The insider’s view

Division

Team

Me

Company

6

Is it worth it?

• Increased throughput - leading to increase value add

• Improved employee satisfaction

• Increased visibility/transparency within and outside the

teams

• Reduction/Removal of key person dependencies

• Higher business satisfaction

7

Investment Agile Teams in action