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AGILE TRANSFORMATION AT XTRAKTER

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Case study on how Valtech made an Agile Transformation at Xtrakter

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  • 1. AGILE TRANSFORMATION AT XTRAKTER

2. INTRODUCTIONSPEAKERSGary Jones, ValtechAlastair Brown, ValtechGraeme Austin, XtrakterGary Maplestone, XtrakterEXPERIENCE REPORT ON THE AGILE TRANSFORMATION AT XTRAKTER 3. INTRODUCTION BUSINESS CASE FOR CHANGE Graeme Austin PROCESS FOR CHANGE Gary Jones SHAPING THE PROCESS - Gary Maplestone THE POWER OF METRICS Alastair Brown QUESTIONS 4. XTRAKTER BUSINESS CASE 5. XTRAKTER OVERVIEW Market infrastructure for bond trading Transaction reporting conduit to the FSA Primary data repository for European bond marketORGANISATIONAL CHALLENGES Silo mentality Legacy culture from previous management Preparing company for saleXtrakter is part of the Euroclear group of companies. Xtrakter is regulated by the Financial Services Authority (FSA) ofthe UK as an approved Service Company FRN: 491843 6. XTRAKTER TIMELINE 2007-2008 September 2007 Product management department formed First analysis of product life cycle, soup to nuts Issues around Velocity company-wide October 2007 Time to market Predictable quality Predictable delivery November 2007 onwards Prepare company for sale SeptemberOctober January 2009 NovemberNov 20082007 Product 2007 First Oct 2008 Selection of2007 Prepare Salelife cycle review of Health CheckConsultancyfor SaleAgreementbegins Waterfall begins 7. XTRAKTER TIMELINE 2008-2009 October 2008 Revisit product development life cycle Health check on Waterfall methodology There has to be a better way November 2008 Sale and Purchase Agreement signed January 2009 Agile consultancy beauty parade SeptemberOctober January 2009 NovemberNov 20082007 Product 2007 First Oct 2008 Selection of2007 Prepare Salelife cycle review of Health CheckConsultancyfor SaleAgreementbegins Waterfall begins 8. BUSINESS CASE DRIVERS Product life cycle management Predictable quality Predictable delivery CHALLENGES Business case definition Leadership team as aligned unit Awareness change required 9. PROCESS FOR CHANGE 10. PROCCESS FOR CHANGEOct 2008September OctoberFebruary April 2009 April 2009Xtrakter 2009 2009 2010XtrakterValtech ThinkValtechValtech XtrakterAttendAssessment About AgileAgileRunning Agile Edge of XtrakterChange Training Coaching Solo 11. PROCCESS FOR CHANGE 12. SHAPING THE PROCESS 13. PRODUCT OWNER ENGAGEMENT THE CHALLENGE New responsibilities for our Product Managers: Approval of minor product enhancements Single point of prioritisation ACTIONS TAKEN Initially lots of business coaching from Valtech Excellent support for the Agile transformation from the Director of Product Management 14. AGILE REQUIREMENTS THE CHALLENGE Requirements too detailed too soon Stale requirements Bloated requirements ACTIONS TAKEN Promote conversation with introduction of stories Focus BA team on the immediate requirement (Just enough!) Heavy demand for coaching in this area 15. AGILE REQUIREMENTS THE CHALLENGE Requirements too detailed too soon Stale requirements Bloated requirements ACTIONS TAKEN Promote conversation with introduction of stories Focus BA team on the immediate requirement (Just enough!) Heavy demand for coaching in this area 16. DELIVERY STAFF HIDING BEHIND THE PROCESS THE CHALLENGE We were initially at risk of losing organic communication e.g. Refusal to respond to simple queries Reluctance to give initial Rough Order of Magnitudeestimates ACTIONS TAKEN Guidance had to be given; Agile is a framework, not a manual for all activity. There is still a need for a non-deterministic system that can self-heal 17. FRUSTRATED REQUIREMENTS OWNERS THE CHALLENGE I dont want to have to justify why my request deserves attention You were more responsive to our requirements BEFORE Agile! ACTIONS TAKEN Explanation as to why the new approach benefits the organisation as a whole Coaching/advice from a 3rd party i.e. Valtech, to take the heat out of the situation 18. INFLUENCE OF METRICS 19. INFLUENCE OF METRICSPOWERFUL COMMUNICATOR OF PROGRESS Coupled with stand up meeting and RetrospectivesHighlight Potential Risks EarlyCultural Influence of high visibility Early Risk Identification Impediment Removal Completion of working software Clarity of priorityWhat we did Ultra low cost of entry Leading Indicators 20. BACKLOG AND CATEGORISATION 5: ANALYSIS IN1: IDENTIFIED 2: APPROVED 3: PRIORITISEDPROGRESS6: READY 10: IN7: IN DEV8: IN QAFOR DEV DEPLOYMENT 21. THE METRICS 22. RELEASE CUMULATIVE FLOW 23. WHAT WE DID ITERATION CUMULATIVE FLOW (AS A BURN UP) POSITIVE PATTERNS Velocity Increasing Team understanding achievable level of commitment PATTERNS REQUIRING ANALYSIS Large amount of work in progress Scope increasing mid iteration prioritisation unstable Over commitment in early iterations 24. WHAT WE DID VALUE CRITERIA POSITIVE PATTERNS Operational Improvement (Value) and Business Value greatest LEADING INDICATORS Large amount of work in progress Large number of points in prioritised QA constraint 25. XTRAKTER SUMMARY 26. CULTURE CHANGEThere is nothing more difficult to take in hand, more perilous to conduct, or moreuncertain in its success, than to take thelead in the introduction of a new order of things. For the reformer has enemies in allthose who profit by the old order, and only lukewarm defenders in all those who would profit by the new order Nicolo Machiavelli 27. PRE-REQUISITES ARE CRUCIAL PREPARE THE WAY IN ADVANCE Staff Briefings Send key staff to Agile Seminars Refer to the Agile idea in discussions with Senior Managers.repeatedly Use crises when they arise to illustrate how Agile could avoid them Pick your launch date with careone shot! YOU MUST HAVE BUY-IN AT THE TOPCULTURE CHANGE HURTS! 28. INCREDIBLE IMPROVEMENTS FROM THE OUTSET TEAM CO-OPERATION KNOWLEDGE TRANSFER TEAM MORALE REDUCED DEFECT RATE PREDICTABILITY VELOCITY 29. ?ANY QUESTIONS 30. http://www.valtech.co.ukhttp://blog.valtech.co.ukhttp://twitter.com/valtech