Seminar OverviewScaling Agile

at organizational level

Jean-Philippe Peigné

October 2015

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Jean-Philippe PeignéTransformation 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 SkillsLast references& Certifications

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

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

jean-philippe.peigne@inspearit.com+33 6 16 95 11 82

Agenda

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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

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RetexAgile Transformation within the Digital department

of a European Bank

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Return of experience of Agile Transformation for a European Digital Bank

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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 programCreation of an Agile Product

Line

Implementation of an Agile Demand

Management process

(Return of experience) (Return of experience) (Return of experience)

What has been put in place

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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 approachColocation & logitics

Flexible Agile Contract

Velocity Management

Continuous Improvement

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Benefits of Agile adoption on the large program (step 1)

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END TO END

COLLABORATION

DEAD LINE SECURED

VISIBILITY

STAFF MOTIVATION

RIGHT PRODUCT (NO

SURPRISE ON THE

DELIVERED SOLUTION)

QUALITY (DEFECT

INTENSITY DIVIDED BY 4)

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Agile Transformation next steps

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ACCELERATE VALUE FLOW

SUSTAIN AGILE

«Implementation

of a Product oriented organization

after the end of an Agile project »

«Extend Agile practices

to all the steps of the value chain

to accelerate the value flow

(from product discovery to IT Ops) »

The next steps of the Agile transformation

after the successful adoption of Agile practices by the program team

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Product Line Organization

Agile Demand Mgt

Project

Evolution

Bug fix

Feedback user

Organization Product Line

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Product Strategy

Global prioritization of actions (projects, evolutions, bug fix)

1 global Product Owner

Consolidated Product Vision

Multi disciplinary team

Flexibility

Knowledge sharing

Consistency

Product Team Agile Practices

Sustain Agile practices beyond the end of the program

Collaboration

Visibility

Timeboxing

Frequent delivery into production

Agile train deliver frequently into production the business value (Increase of the Time to Value)

Cadenced product teamDelivery for test every 2 weeks

Global Product Owner

Product Team

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Agile Demand Management

A

C

D

K

P

A

C

D

P

A1

C1

A2

R1 R2 R3 R4

WIP limit

WIP limit

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

A

C

SAFe Portfolio Kanban

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

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RetexAgile Transformation within the Digital department

of a European Bank

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2) Scaling Agile at organization level

Agile & outsourcing (fixed price, distance…)

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

The key points to address to deploy Agile for an IT organization

The frequent Agile Transformation brakes

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How to transform the IT organization to solve these brakes

Key Success Factors to succeed an Agile Transformation

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Target clear business driven transformation objectives

2 speed IT for digital transformation

Implement Test & Learn at scale

Coach Middle Managers

Inspect & Adapt the transformation

Transformation objectives

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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?

Which transformation?

Adapting the organization to support Agile

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Agile programs delivering the right products at large scale

Maintained applications in continuous deployment mode

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

Agile Architecture to instill technologic innovations into Agile programs

Enterprise governance and processes adapted to Agile

Implementing Agile at the enterprise level implies to address major changes beyond just a change of method

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

Frequent Agile impacts on the IT organization

Adopting Agile practices on Business side

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Key practices for business Agility:

- Co-creation

- Test & Learn at large scale

1

2

Coaching the Middle Managers

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Operational Manager

Functional / Technical Expertise

Respect Norms & Process

Drive the contractors

Drive the staff

Strategic Manager & Delegation

Multi disciplinary Teams Digitale Expertise

Innovation & Reactivity

Partnership

People Developer, collaboration, motivation

His/her current skills, foundations of his/her

current legitimacy

Expected skills in a digital company

Middle Manager

Measure your Agile benefits frequently and adapt your transformation accordingly

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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 productiveSource: AFEI, Association for Enterprise Information

Among Agile projects 80%see improvement on both productivity, Time-To-Market and QualitySource: AFEI, Association for Enterprise Information

Among pilot Agile members

project ~100% want

their next project be managed in Agile againSource: inspearit

Following positive results from adoption of Agile at team level, companies are moving forward to adopt Agile at enterprise level

How to accelerate a digital transformation leveraging on Agile

What is a performant digital enterprise?

Products

Customer Journey

Organization

DigitalEntreprise

A collaborative, reactive, innovative and digital way of working

Client and product oriented mindsetDigital WorkingCollaboration & 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…)

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

Online services clear and automatedPhysical 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

Create/Strengthen your digital culture

Our offer to accelerate your digital transformation

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Measure your digital maturity User Experience - setup /optimize the digital journey

Assess your «Digital Readiness »

Target the immediate actions to launch to accelerate a digital transformation

Adopt the practices to design digital journey

Identify the weaknesses of the existing digital journey and coach their optimization

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 DNAgilestage

Increase the reactivity and innovation of your IT with end-to-end Agile

Our approach to measure your Digital Maturity

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Interviews + Survey

Analysis of the organization and

internal processes

Analysis of the digital services

Recommendations

Your digital maturity 4 axis

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User Experience - setup /optimize the digital journey

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Adopt a user-oriented approach to design your apps: LeanUX

Target business objectives

User needs Ideation & sketching

User Test

Wednesday, November 11, 2015