Agile in a Regulatory & Compliance Environment. Julie Bridges

Transcription

1 Agile in a Regulatory & Compliance Environment Julie Bridges

2 Introduction Senior IT Delivery Manager Cyber Security Compliance Tools Program 15+ years of Application Delivery Management Corporate, Mobile, Television, Cyber Security Led Duke Energy Agile Methods Project as a Project Manager/Scrum Master Pilot Projects Framework Development Training and Communications Delivering Compliance Tools Program (Scaled Agile Pilot) as an IT Delivery Manager And so the journey begins 2

3 Project Team Org Evolution v.apr2016 3

4 Agile in a Regulatory Environment? 4

5 Compliance and Regulatory Culture Compliance Reality Compliance Mandate Compliance focus on Exception Avoidance Compliance Exception Management drives priorities Changing priorities based on Regulatory Requirements/Requests Compliance activities are constantly urgent and important Deadline driven How would Agile work? Comply with the company standards that align with Regulatory Requirements Prove compliance through data and evidence of results of compliance activities Report any exceptions to compliance standards Analyze root cause of exceptions and mitigate to lessen future risk 5

6 Challenges in Business Engagement Competing priorities Our business partners have very real day jobs with very real, very serious implications for the health and future of Duke Energy not optional! Program Time with Business is often minimal 5-9 pm sessions! Compliance Tools vs. Compliance Process The regulatory/compliance procedure vs. tools to operationalize Partnering is CRITICAL Battle of Focus between the exception and core functionality 6

7 Start with a Simple Step a Backlog What are the hot items/must Haves? More Detail What are the NEXT must haves? What can we think about later, but is still important? Less Detail A safe place for all requirements and ideas. 7

8 Agile Scrum Framework 1 Starts with a high level product vision and continuously prioritized product Backlog 3 15 minute daily Standup meetings help measure Sprint progress, facilitate transparency and escalate roadblocks quickly 4 Each Sprint delivers working software, which is showcased in a Demo. Business feedback is given within the Sprint and during Demos 5 Retrospectives are held at the end of each Sprint to facilitate continuous improvement 2 Each 2 weeks, the top business priorities are moved into the next Sprint Backlog 8

9 Personas Creation for Engagement and Team Education Developed Personas for our Regulatory and Compliance Partners Shared Personas with Business Partners to ensure accurate representation and alignment 9

10 Tools Program Team Org Evolution BUSINESS SPONSORS PROGRAM SPONSORS BUSINESS AREAS Requirements Product Desires PROJECT STAKEHOLDERS SCRUM MASTER Derek F Product Roadmap Value Delivery Shared Services CORE TEAM Ross S Dev Michael U BA / Tester Karissa S CM Chris A--DVT Dev Deepthi C Tester Wendy W Tester PRODUCT Ops Lead Jeff L Environments Franklin G Infrastructure /Support Korey H Solution Architect Bill H Security Architect Shane L Scrum Teams PRODUCT Audrey H Roles Team Otis R BA Matthew L BA Samantha K CM Esra Al-S Staff CONNECTOR TEAM Edwin C Dev Zach S BA / Tester Venkat T BA / Tester Winnie H CM Debbie M Tester SCRUM MASTER PRODUCT SCRUM MASTER Project Manager Mark L Lean Leaders (Project Team) Payal T Team Lead Manoj S Technical Lead Jody W Release/Test Lead Ben C Deployment Lead IT DELIVERY MANAGER Julie B AGILE COACH Yolande S Lean Leader IT PMO Manager Sue F 10

11 How Should We Work? Just Enough Planning Framework Provide clear communication channels with our sponsors and business partners Ensure alignment with the compliance posture of the organization Established feedback loops Bring together multiple Business Areas with unrelated day to day operations Discuss disparate Business Priorities as related to standard tools functionality Review Demos and Standard Processes with cross functional teams Tool development becomes the foundation for collaboration Minimum Viable Everything! Road mapping with all business areas Pilot groups based upon priorities and urgency 11

12 Tools Program: Agile by the Numbers 5 Ceremonies 4 Core Values 3 Guiding Principles 2Roles 1Team Backlog Grooming Trust Deliver Business Value Inside the Circle Common Vision Sprint Planning Transparency Continuously Improve Outside the Circle Daily Standup Collaboration Embrace Change Sprint Review Accountability Sprint Retrospective 0 Defects

13 How We Engage 13

14 Business Engagement Tools Provide visibility into the Tools Program activities and resource requests for the Business Areas Business Engagement Calendar All meetings with business Product Roadmaps for all Tools Program Projects Calendar reflects standing meetings as well. Scrum Ceremony Calendars Open to all 14

15 Program Coffee Houses 15

16 The Evolution of the Tools Program As our Program grew, we enhanced synchronization and planning to: Remain aligned with the Business short term and longterm strategic priorities Maintain agility to respond to business priorities Coordinate across teams within each product Plan for outside-the-circle needs, impediments and dependencies We evolved our approach to better engage with our customers / business partners. Today: Agile delivery revolves around customer collaboration and fast feedback the business areas and IT are no longer separate, rather they work within the same team, towards the same goal Our stakeholders think of Tools as a value stream Program a set of durable teams whose work is continuously prioritized to best meet the needs of the organization 16

17 Home Grown Just Enough Scale Tools Program Operating Model The Operating Model incorporates three key program-specific ceremonies that are structured conversations, with defined inputs and outputs, to allow for effective prioritization of work for our agile teams. Roadmap/Epic Feature/ Operations Scrum 17

18 Tools Program Organizational Structure Strategic Runway CHIEF PRODUCT Michael IAM CALM DELIVERY MANAGER Julie PRODUCT Jim CMVA PRODUCT Mike EVL PRODUCT Audrey PRODUCT Sne PRODUCT Sean PRODUCT Derek Planning Environment Security Architecture Testing/ Automation Change Mgmt PRODUCT Shanil

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20 Culture Change impacts PEOPLE! The Project team s reaction 20

21 5 Stages of Grief for my Waterfall Career "This won't work!" "I've built my career doing Waterfall! "Agile is a just fad! My project is too big! "How can we just 'accept change' and still be expected to deliver?" This is like changing tires on a moving car!" "Can I come to your retro if I sit in the back and don't say anything? I ll still use my waterfall techniques just in case "They don't need me anymore!" "What is my value? I m not in control anymore I m out of my comfort zone "This is working!" "We took on new business change, no problem! "Our business partners are happy! I have more time to think strategically 21