Ciklum seminar enterprise agility - yuriy malishenko - ciklum
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Transcript of Ciklum seminar enterprise agility - yuriy malishenko - ciklum
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!