agile studio transformation & impact on business … · epm 2013 pdp/sdlc training tools...

Copyright © 2015 Deloitte Development LLC

‘AGILE STUDIO TRANSFORMATION & IMPACT

ON BUSINESS ANALYSIS COMMUNITY’ A journey to High Quality Delivery Excellence in

Global Technology Services (GTS), Deloitte.

Atul Shandilya | Achinto Sengupta

Deloitte

As used in this document, "Deloitte" means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal

structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting.

This presentation contains general information only and Deloitte is not, by means of this presentation, rendering accounting, business, financial,

investment, legal, tax, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it

be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your

business, you should consult a qualified professional advisor. Deloitte shall not be responsible for any loss sustained by any person who relies on this

presentation.

Copyright © 2015 Deloitte Development LLC. All rights reserved.

Achinto Sengupta

Delivery Manager and USI BSA Lead

Global Technology Services

Deloitte Support Services India Private Limited

[email protected]

Atul Shandilya

US India Leader - Business Solutions Group

Global Technology Services

Deloitte Support Services India Private Limited

[email protected]

http://www.deloitte.com/us/about

mailto:[email protected]

mailto:[email protected]

Copyright © 2015 Deloitte Development LLC 3

Click to edit Master text styles

Click to edit header

Agenda

Introduction

Initial Organization Structure at Deloitte

CoE Structure and the drawbacks/challenges faced

Studio Transformation And Re-organization

The details of the changes and the benefits being derived out of it.

Communication Plan

How enterprise change communicated and training conducted

Evolution of Community of Practice

Key organization shift to enable greater practitioner productivity

How the BA’s have evolved to play hands on with the overall project delivery

process

Q&A




Key Takeaways from the session

Get insights on how a Project Delivery model can be restructured to drive maximum value to our customers in the Agile world.

How to structure an organization in a constantly changing Technology world

Lessons learned in Change Management in larger Enterprise Organizations.

How to deliver faster and better without compromising on Quality.

Copyright©2015 Deloitte Development LLC 5

CoE Structure and the drawbacks/challenges faced

Initial Organization Structure at Deloitte




CoE Focused Organization

• Organization structure was more aligned with the Centre of Excellence (CoE).

• Practitioners were allocated to a CoE based on their respective Role in the project

• Practitioners assigned to Programs/projects from their respective CoE’s (per

project needs) and came back to the CoE after the project/assignment completed.

DirectorCoE

Process & Tools CoE

Resource Management CoE

BA & UX CoE

Architecture & Development CoE

Innovation Design CoE

Quality CoE

Hyderabad Ops

BA & UX CoESr Manager

(US)

Talent

India Ops & SP

PMA SAP

O2E

SharePoint

Consulting

Tax

Illustrative only




Business Analysis CoE

• Typical structure for a BA Manager in the organization.

• Managed/Led a pool of BA’s for a respective program.

Sample Org Structure for BA CoE Illustrative only BA & UX CoE

Sr Manager(US)

Talent

India Ops & SP

PMA SAP

O2E

SharePoint

Consulting

Tax

Program streams




Challenges to the existing organization structure

Rewards for on-time performance

Allocating resources to ensure active engagement throughout

Becoming an integrated part of project delivery teams

Delivering On-time, Faster with Higher Quality

Enhanced level of stakeholder communications

Collaboration and Innovation – across teams (Silos formed)

Application Delivery

Delivery impacted due to

multiple teams and process

being followed.

Learning and Development Diversification limited, less exposure to multiple projects / exposure to stakeholders.

OR

GA

NIZ

ATI

ON

B

USI

NES

S A

NA

LYST

S


New delivery process introduced

Studio Transformation and Re-Organization




Radical Transformation in the Delivery Model C

oE

S

tud

io M

od

el

Organization evolved to focus on our individual strengths for larger impact.

DirectorCoE

Process & Tools CoE

Resource Management CoE

BA & UX CoE

Architecture & Development CoE

Innovation Design CoE

Quality CoE

Hyderabad Ops

Illustrative only




A Delivery Studio Team approach

Engineering & Design

• Business Architect

• Application Architect

• Data Architect

• Infrastructure Architect (CTO)

• IT Security

• Systems Engineering

Delivery & Process

• Project Manager

• Engagement Leader

• Technology Delivery

Manager

Experience & Creativity

• Visual Engineering

Functionality & Features

• Business Analysts

• Systems Analysis

• Quality Assurance

• Communications

Project Manager

Engagement Leader

Technology Delivery Manager

Solutions/Application Architect

Designer

Engineering

Experience Functionality

Delivery

BSA

Magic happens when the right team comes together.




Delivery Studio Team Approach

The Delivery Studio

Application Enhancement &

Support

(SEE)

Business Solution Delivery

(Channel Director)

Stakeholder Advocacy

(Global Technology Director)

Deployment

Client Facing Team

EL

Architect Design

PM

BSA

Technical Delivery Team

TDM Engineer BSA IT

Security CTO

Delivery Pod

Engineers

Tech Lead

BSA/QA

Delivery Pod

Engineers

Tech Lead

BSA/QA

PMO

(Portfolio Manager)

Illustrative only




Overview of Role Interaction in the New Project Delivery Process

Studio Team

Each role plays an important and integrated part in the project delivery process

PMO Portfolio Manager

Global Tech Director

Channel Director

CTO

PMO Portfolio Manager

IT Security

PM

Engagement Leader

Project Delivery

Deployment

Deployment

Member Firm Deployment

EL TDM

Illustrative only




Project Delivery Metrics Summary – Benefits derived

136

4.3

171 124

102 91%

VALUE ADD TO THE

BUSINESS STAKEHOLDERS

FYTD – here denotes the period 01 June 2013 – 30 May 2014


How enterprise change can be communicated and training conducted for teams going through change.

Communication Plan




Sample: Transition timeline

June July

Week 6/10 6/17 6/24 7/1 7/8 7/15

Engagement/Channel leaders define

new structure and transition plans

Leadership briefed on new roles

Studio Team briefings for all roles

Managed migration to new studio

structure (PFP, budget, migration

plans)

Stakeholder communications

Team town halls

Leadership hub visit

Project Delivery Training (details

on subsequent slide)

Milestone

Team Meetings

BSG CTO BizOps

8/1 hub visits

July - October

PMO




FY 2014

May June July Aug Sep

Prepare Training

EPM 2013

Tools Training

End to End Agile Project Delivery Training

Role specific deeper dive training

Audience: PMO, EM, non-PMO PMs)

3 Versions Full Day on-site across

Deloitte office locations 2 half day virtual sessions 2 hour overview for leaders Audience: Project Delivery teams (Jul-Sep, others Sep – Dec)

End to End

Project Delivery Training

Leadership Training

EM/PM (2 hrs)

Scrum Master/TDM Training (4-8 hrs)

BSA Training (4-8 hrs)

Project Delivery

Soft Skills

Training

Tools

Training

FY 2013

Non-PMO PM Training (2 hrs)

Role specific

deep dive project delivery training

(as needed)

PDP/SDLC Training

All (Delivery Teams)

PM Training (4 hrs)

Sample: Project Delivery Training Schedule


Key organization shift to enable greater practitioner productivity

Evolution of Community of Practice




Evolution of CoP

Revived Leadership Focus Background CoP Up skilling

• Post Studio transformation of execution, CoE structure replaced by CoPs

• Organization wide survey & focus group reveals the need for greater skills development and process/methodology guidance by practitioners across various channels

Q1 FY14 Q4 FY14 & FY15

CoP Governance structure revised - Sponsor and Leader roles established

across Deloitte .

BSG Leadership decision to co-

locate CoP leadership with

the delivery teams based in USI

CoP to Emphasis on :- Increasing CoP

Efficiencies

Leveraging common

Synergies

Sharing Industry methods

and practice

Continuous Process

Improvement

Competency and Career

Development

Process Compliance




Communities of Practice

Business Analysis

Quality

Engineering

Solutions Engineering

Design Great Experiences

Methods and Tooling

Vendor Management

• A clear commitment to

building core competencies

• Drive learning &

development of our

people, best practices &

methodology

• Build strong communities

& connection.

• Drive cross-organization

strategy

Fostering a Community of Practice instrumental to consistency

and organizational success




BSA CoP – Aspiration

• Enable upskilling of GTS wide practitioners across BSA CoPs (BA +QA)

• Establish unified framework of Process/Templates/Governance for seamless client service execution

• Establish and spread eminence across Industry

• Strive to be effective and establish mature practice across all the CoP’s

• Continue effective collaboration across locations (US and USI)

Aspiration

Need

Strategy

• Redefining BSA CoP FY15 execution and revamped Roadmap




BSA CoP Framework – Areas of Focus

COMMUNICATION & COLLABORATION Manage communication and collaboration among the BSA community including email communications, BSA Yammer group, and building a BSA website.

TOOLS & METRICS Continue improving tools usage, and refine BSA metrics and status reporting

STANDARDS & METHODOLOGIES Focus on defining standards and methodologies, including automation and agility, and domain specific process improvement and innovation.

LEARNING & CAREER GROWTH Focus on BSA learning and career growth opportunities including certifications and trainings (both internal and external)

BUILD EMINENCE Manage the BSA CoP brand and communication outside the BSA community including collaboration with Design Thinking CoP, relationship management with business stakeholders and member firms




BSA CoP Initiatives

Additional Areas for ramping up CoP practitioners




of GTS practitioners are familiar with the CoP initiatives and are actively participating in the CoP initiatives.

Practitioners have found effective the BSA Certification initiative and the Study group sessions ( CCBA,CBAP,ITQSB etc..)

84% 78%

BSA Practitioners attending BSA Hour sessions in FY15

Survey Demographics

The goal of the survey was to gather feedback from BSA participants across GTS on what we

should continue and what we could improve as part of our BSA CoP. In addition, the survey

responses will serve as an input into the focus areas for the BSA CoP strategy.

55 Responses

76 %

BSA Practitioners finding the BSA hr sessions useful for their Role/Career growth

78%

BSA CoP Effectiveness : Survey Highlights

In Dec 2014, GTS BSA CoP conducted a survey across its BSA community (141 practitioners) across NA and USI practitioners in Deloitte.




BSA CoP Effectiveness : Survey Highlights (contd..)

BSA’s able to effectively utilize the

key BSA competencies in their current role

BSA’s able to leverage COP

resources/knowledge in their day-to-day core BSA activities

BSA’s aware of their CoP Channel support contacts/Office

champions/Core BSA CoP team

BSA’s who are a BSA CL4 and above, and got an

opportunity to play a BA and a QA role in your

current Studio

BSA’s engaged in peer review

activities of BSA deliverables within

in your Studio

53% 63% 63% 69% 49%

25




Key Takeaways

Insights on how the Project Delivery model was restructured to drive

maximum value to our customers in the Agile

world.

Structuring organization in a constantly changing

technology world and Role of Community of Practice.

Lessons learned in Change Management in larger

enterprise organizations.

Delivering and achieving faster and better without compromising on Quality.


Learn more. www.baconvention.com

Thoughts, Questions??


Learn more. www.baconvention.com

Thank You!

agile studio transformation & impact on business … · epm 2013 pdp/sdlc training tools...

Documents