Seminar Overview Scaling Agile at organizational level

Transcription

1 Seminar Overview Scaling Agile at organizational level Jean-Philippe Peigné October 2015 inspearit

2 Jean-Philippe Peigné Transformation Consulting Inspearit: Agile Transformation leader at organization level. Global head of Agile offer. SG CIB: IT Process & Method head for SG CIB IT department SG CIB (4000+ staff). Integration of Agile within the framework of SG CIB IT Processes. Accenture/Cap Gemini Consulting 10 years of IS Management consulting and IT Transformation program Key Skills Agile Transformation Strategy Lead at management level of the Agile deployment at organization level Setup of Agile center (training, coaching, governance, framework) Agile awareness & training Last references & Certifications Coaching of Agile Transformation at organization level (digital entity) Design of an Agile Competency Center Lead at management level of deployment of agile practices at team level (finance, energy) Certification SAFe

3 Agenda 1) Return of experience of scaling Agile for a digital bank in Europe 2) Scaling Agile at organization level: the key points to address to deploy Agile for an IT organization 3) How to accelerate a digital transformation leveraging on Agile inspearit 3

4 Retex Agile Transformation within the Digital department of a European Bank 4

5 Return of experience of Agile Transformation for a European Digital Bank Context Digital bank services Large program to re-build the legacy system 2 years program involving up to 200 contributors New architecture and infrastructure to implement 2 external providers for development on distant locations The Agile Transformation Journey Scrum to deliver the program Launch of DevOps initiative Post program Creation of an Agile Product Line Implementation of an Agile Demand Management process (Return of experience) (Return of experience) (Return of experience) inspearit 5

6 What has been put in place Set up of Agile practices to secure the program 200 staff approx. All Stakeholders involved (Business-IT-Operations) Development managed by 2 fixed price contractors Dispatched team 100+ developed applications Scaled Core Team & Roles Iterative approach Colocation & logitics Flexible Agile Contract inspearit Velocity Management 6 Continuous Improvement

7 Benefits of Agile adoption on the large program (step 1) DEAD LINE SECURED RIGHT PRODUCT (NO SURPRISE ON THE DELIVERED SOLUTION) VISIBILITY QUALITY (DEFECT INTENSITY DIVIDED BY 4) END TO END COLLABORATION STAFF MOTIVATION inspearit 7

8 Agile Transformation next steps The next steps of the Agile transformation after the successful adoption of Agile practices by the program team Product Line Organization SUSTAIN AGILE «Implementation of a Product oriented organization after the end of an Agile project» ACCELERATE VALUE FLOW Agile Demand Mgt «Extend Agile practices to all the steps of the value chain to accelerate the value flow (from product discovery to IT Ops)» inspearit 8

9 Organization Product Line Consolidated Product Vision Product Strategy Global prioritization of actions (projects, evolutions, bug fix) 1 global Product Owner Product Team Multi disciplinary team Flexibility Knowledge sharing Consistency Agile Practices Sustain Agile practices beyond the end of the program Collaboration Visibility Timeboxing Frequent delivery into production Project Evolution Cadenced product team Delivery for test every 2 weeks Bug fix Feedback user Global Product Owner Product Team Agile train deliver frequently into production the business value (Increase of the Time to Value) inspearit 9

10 Agile Demand Management Principles to accelerate the Product Value Flow Economic view Manage queues Reduce packet size Limit the WIP Cadence & synchronize to manage uncertainty Get frequent feedback Decentralize the control SAFe Portfolio Kanban A C D K P WIP limit A C D P WIP limit A C R1 R2 R3 R4 A1 C1 A2 WIP limit 1.Funnel New business opportunities Costs savings Marketplace changes Problems with current solutions 2.Review EPIC Value Statement Refine Understanding Calculate Value score 3.Analysis Solution Alternatives Refine Value Score Cost Estimate Business Case Go-No Go decision 4.Portfolio Backlog Epics approved by PPM Continuous prioritization of approved Epics 5.Implementing Teams break Epics into features Train planning of features inspearit 10

11 Retex Agile Transformation within the Digital department of a European Bank 11

12 2) Scaling Agile at organization level The key points to address to deploy Agile for an IT organization The frequent Agile Transformation brakes Agile & outsourcing (fixed price, distance ) How to transform the IT organization to solve these brakes Impact on IT operation Centralized portfolio management governance Synchronization between Agile & non Agile teams Lack of skilled staff (Product Owner ) and new roles in the organization New role of the middle managers Maintaining an application developed in Agile Agile & Security Frequent Agile impacts on the IT organization inspearit 12

13 Key Success Factors to succeed an Agile Transformation Target clear business driven transformation objectives 2 speed IT for digital transformation Implement Test & Learn at scale Coach Middle Managers Inspect & Adapt the transformation inspearit

14 Transformation objectives Agile can lead to different implementation depending on the enterprise culture, organization and transformation goals. The first key challenge is to shape an Agile Transformation Plan focused on reaching your transformation objectives and taking into account your current level of agility. Target the transformation objectives Assess the starting point and the transformation gap Which objectives? inspearit 14 Which transformation?

15 Adapting the organization to support Agile Driving an Agile Transformation implies to manage globally the impacts on the enterprise Assess each impact on the organization And implement adapted solutions working at team AND enterprise level Agile Architecture to instill technologic innovations into Agile programs Enterprise governance and processes adapted to Agile Agile programs delivering the right products at large scale Maintained applications in continuous deployment mode Frequent Agile impacts on the IT organization Agile staff (mindset & skills) relying on collaboration and continuous improvement Agile contracts in line with the sourcing strategy Agile projects Portfolio to optimize the product value flow Management in delegation and people development mode Implementing Agile at the enterprise level implies to address major changes beyond just a change of method inspearit 15

16 Adopting Agile practices on Business side Key practices for business Agility: 1- Co-creation 2- Test & Learn at large scale inspearit

17 Coaching the Middle Managers His/her current skills, foundations of his/her current legitimacy Expected skills in a digital company Drive the staff People Developer, collaboration, motivation Operational Manager Strategic Manager & Delegation Functional / Technical Expertise Multi disciplinary Teams Digitale Expertise Respect Norms & Process Drive the contractors Middle Manager Innovation & Reactivity Partnership inspearit

18 Measure your Agile benefits frequently and adapt your transformation accordingly Adoption of Agile by large companies has strongly increased over the last years. Agile at team level demonstrates outstanding results according to market surveys Agile Projects are 37% faster delivering to Market and 16% more productive Source: AFEI, Association for Enterprise Information Among Agile projects 80% see improvement on both productivity, Time-To-Market and Quality Source: AFEI, Association for Enterprise Information Among pilot Agile members project ~100% want their next project be managed in Agile again Source: inspearit Following positive results from adoption of Agile at team level, companies are moving forward to adopt Agile at enterprise level inspearit 18

19 How to accelerate a digital transformation leveraging on Agile

20 What is a performant digital enterprise? Strategy of digital products & services (evolution, disruption ) Ability to detect new clients usages (get new markets, anticipate changes of clients needs) A customer journey, digital end to end, efficient, smooth Customer Journey Products Digital Entreprise Organization Online services clear and automated Physical client relationship at the same level of performance than through digital canal Better understanding the clients to provide better product, at the right time through the right canal Better digital reputation A collaborative, reactive, innovative and digital way of working Client and product oriented mindset Digital Working Collaboration & sharing A digital employee journey at the service of a digital strategy A high level of reactivity and innovation of the IS (2 speed level IS) «multi-canal»organization Ability to work in partnership with other companies (start up )

21 Our offer to accelerate your digital transformation Measure your digital maturity Assess your «Digital Readiness» Target the immediate actions to launch to accelerate a digital transformation User Experience - setup /optimize the digital journey Adopt the practices to design digital journey Identify the weaknesses of the existing digital journey and coach their optimization Create/Strengthen your digital culture Increase the reactivity and innovation of your IT with end-to-end Agile Mindset: collaboration, sharing, client/product oriented Data: each data can be key Digital working HR: reverse mentoring Chaque maillon de la chaine est Agile Adopt Business Agility Transform the organization to reach the DNAgile stage inspearit 21

22 Our approach to measure your Digital Maturity Interviews + Survey Analysis of the organization and internal processes Analysis of the digital services Recommendations Your digital maturity 4 axis inspearit 22

23 User Experience - setup /optimize the digital journey Adopt a user-oriented approach to design your apps: LeanUX Target business objectives User needs Ideation & sketching User Test inspearit

24 Wednesday, November 11, 2015