Post on 16-Apr-2017
MY STORY AT ING DIRECT
By Angel Diaz-Maroto
@adiazmaroto
MOUNT BANKLIMPUS
Hundreds of projects in progressTons of unfinished workRUP Methodology + UMLBig gap between business and ITUnhappy business…
THE SPARTAN
GETTING INTO MOUNT BANKLIMPUS
THE CHALLEGE
THE JOURNEY …
… HAD JUST BEGAN …
... THAN I EXPECTED …
EPISODE 1 : THE CHAINS OF STATUS QUO
TO IMPROVE, REMOVE!
AWARENESS
VISUALIZATION
DRASTIC REDUCTION OF PROJECTS IN PROGRESS AND UNFINISHED WORK
FIRST SCRUM PROJECT
WHAT I DID RIGHT
Strong message Eliminar “To improve, remove!”
Soft landing
Respect the existing methodology
Brutally manage impediments for change
Lots of communication
Visualization
WHAT I DID WRONG
Trying to be right
Trying to do it alone
Being too aggressive
Not looking for a reason for the people to change
Using buzzwords and complex concepts
I took trust for granted and I was a newcomer
EPISODE 2 : THE PHANTOM OF CHAOS
LIMIT WIP FOR ALL CLASSES OF SERVICES
PROJECTS WHERE DEVELOPED ITERATIVELY, PRODUCT FLOW WAS
MANAGED WITH KANBAN
DRASTIC REDUCTION OF UNNECESSARY ACTIV IT IES & DEATH OF RUP
REORGANIZATION OF IT DEV & BUSINESS ANNALISTS ORIENTED TO
BUSINESS DEMAND
AGILE PORTFOLIO MANAGEMENT
WHAT I DID RIGHT
Hiring some help
I developed empathy for others and started working for them
Finding allies in top management
Creating a global community
Training, Training and more training
Gather some metrics
Simplify the message
WHAT I DID WRONG
It was still MY change not THEIR change
Not finding a place/role/purpose/goal for management in the future organization
Don’t let people to do things “the wrong way” if they need to
Focus too much in the Agile practice rather than in the “whys”
Not properly manage the generated conflict
CHAPTER 3 : THE SHADOW OF FEAR
THE AGILE WAY OR NO WAY
COM BIN IN G AGIL E WITH DESIGN THIN KING AND LEAN STARTUP APPRO ACH
HIER AR CHY AND BUREAUCRACY REDUCTION
REORGANIZATION INTO A CUSTOMER CENTRIC STRUCTURE
Reorganization of change management in “Event in the life of a customer” Multidisciplinary Streams:
MarketingStrategy Business processBusiness OperationsPOUXDevelopers
PROCESS IMPROVEMENT AND OPTIMIZATION
AGILE IN NON IT PROJECTS
AND MORE …
From detailed plans to hypothesis and experiments
From annual to incremental budgeting
From keeping up with congestion to manage Flow
From project focus to continuously deliver value
Form hidden progression to radical visibility
WHAT I DID RIGHT
Involving business
Expand Agile beyond IT
Seeing Agile from the customer perspective
Organizing 2 Open spaces (Management, Gemba)
Going outside of the picture
Coaching coaches
Getting trust
Build a committed change coalition
Develop competences and evangelists
WHAT I DID WRONG
Not properly understanding my role in the Agile coaches team
Not accepting that my job was done
Not being proud enough of the effort of all my colleagues
Focus too much in other Business Units / Countries
THE END
SUMMARY
Yes, It’s possible
Yes, It takes time, effort an courage
It’s not about you
Don’t do it alone
Think from the business perspective
Give people a reason to change as people
@adiazmaroto
TRANSITIONING TO AGILE IN A BANK, MY STORY AT ING
DIRECT
Angel Diaz-Maroto
@adiazmaroto
www.agilar.org