27th of September
Istanbul, Turkey

Becoming a Lean Agile Enterprise
why a focus on becoming faster is the essence

David ...
Who am I?

David is a Senior Lean Agile Coach at ING Bank in the Netherlands. He started
in the Lean Office environment be...
About ING
ING Profile
• ING is a global financial institution of Dutch origin, offering banking, investments,
a variety of...
Content

Our Lean Agile journey from my point of view

Why becoming faster is the essence

Wrap-up

4
A Brief History of our Lean Agile Journey
Becoming more Lean
Agile every day
2013: Development & Maintenance
together in o...
As IT we want to enable business
transformation

Grow and
transform
Grow and
Transform

Run

Run

General figure based on ...
Why we need Lean Agile

Economic crisis:

Customer behavior and
expectations are
influenced by IT
possibilities (Facebook,...
We came from classic waterfall with a length and size
that competes with Niagara

And in the end our customers didn’t get ...
We seriously improved the output of our software
delivery processes by…

accepting we don’t exactly know what we want upfr...
We started breaking up huge projects in small chunks
of shippable software

To create a flow of value

10
So we are switching towards a focus on value,
but need to keep an eye on the whole as well

Company
Vision

Product
Vision...
So we are switching towards a focus on value,
but need to keep an eye on the whole as well

Company
Vision

?
Product
Visi...
So we are switching towards a focus on value,
but need to keep an eye on the whole as well

Company
Vision

Product
Vision...
Well, we encountered some issues getting our value
So we are switching towards a focus on value,
easily in production eye ...
Well, we encountered some issues getting our value
easily in production
Availability
Test environments

Shippable
software...
Closing the gap step by step

Plan

Examples of experiments we did:
• (Ownership of) Test environments

• Automated build
...
Our current focus point is Continuous Delivery

“Continuous delivery is about putting the release schedule in the hands of...
Working Agile requires a high level of cooperation
Inattention
to results

Avoidance of
accountability

Lack of commitment...
Struggle: empowerment is a very thin cord to
balance on

Managing an empowered team means being
closer to the team than be...
Training for both management and employees is
essential to become Lean Agile
Example of a 5 days training program for firs...
When the going gets tough
…we have to prevent falling back in our
old behavior

21
Create a system to help you in your behavior and to
solve bottlenecks

Senior & middle
Management
• Problems which
can not...
Content

Our Lean Agile journey from my point of view

Why becoming faster is the essence

Wrap-up

23
Agile has many aspects
Test driven Development
Automated
deployment

Value stream

24
Agile has many aspects
Test driven Development
Automated
deployment

Value stream

How to get focus?

25
Focus on accelerating creation of value

Accelerate:

not just once, but a sustainable
speed

Value:

something that is ac...
Focus on Speed, e.g.
Automation of all repetitive work
Governance focus on speed
Reduce hand overs
Remove unnecessary bure...
Speed is the absence of waste*

Speed means flow: Just-in-Time delivery
Speed requires high quality
Speed requires a susta...
A continuous drive to improve the flow will help you to
identify and solve bottlenecks

Customer
need

29
Fast high quality feed back on your work is essential for
learning

Plan

Act

Do

Check

Build – Measure - Learn

30
My utopia

‘The endless quest for excellence stimulates everyone in the
organization to make things better. People no long...
Content

Our Lean Agile journey from my point of view

Why becoming faster is the essence

Wrap-up

32
We just started our journey,
but we are on the right track,
and with every issue solved more
bottlenecks become visible

S...
Let strive for speed guide you on your journey

Speed as driver to get better
results on time to market (ROI),
quality and...
And…..travel

The bag’s not for what I take, Colson it’s for what I find along the way
- MacGyver, 1985

35
Photo rights reserved:
Slide
8
9
10
19
24
34

Photo
Waterfall
Changed priorities ahead
Big Ship
Sailing boats
Tango
Micha’...
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David Bogaerts, ING Bank | Agile Turkey Summit 2013

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Building a Lean Agile Enterprise

The first Agile pilot at the domestic bank of ING Netherlands started at the end of 2010. Since that moment agility said foot in our IT department. Now we find ourselves in the middle of a transition we didn’t dare to think of in our wildest dreams. We are scaling up to more than 100 Agile teams with all the challenges but also all the advantages this brings.

In this session we will explore the Agile transition through the eyes of a Lean Agile coach. This session will cover:
• some of the interventions that brought us this far, but also
• the many mistakes we made on our way, and of course
• the challenges that are still ahead of us in our constant strive for agility

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David Bogaerts, ING Bank | Agile Turkey Summit 2013

  1. 1. 27th of September Istanbul, Turkey Becoming a Lean Agile Enterprise why a focus on becoming faster is the essence David Bogaerts - ING
  2. 2. Who am I? David is a Senior Lean Agile Coach at ING Bank in the Netherlands. He started in the Lean Office environment before moving into Lean IT and Agile. At the moment he is working on the Lean Agile transition in the IT department of ING NL. David Bogaerts M: +31 6 11953416 E: david.bogaerts@ing.nl David has worked as a Lean Coach since February 2007. Before working as a Lean Coach, David was a change manager, and business consultant for ING. During this period he was involved in reorganization, outsourcing and risk management projects. David lives in Utrecht, the Netherlands with his wife and 9 months old son. 2
  3. 3. About ING ING Profile • ING is a global financial institution of Dutch origin, offering banking, investments, a variety of life insurance, non-life insurance and retirement services to meet the needs of a broad customer base • With more than 94,000* employees, we serve over 67 million* private, corporate and institutional customers in over 40 countries in Europe, North America and Latin America, Asia and Australia *including Insurance Asia & IM Asia ING NL • 27,201 employees serve 8.2 million private and 66,000 corporate customers • CIO NL is responsible for maintaining and developing IT applications for ING NL • ~1,500 employees work for CIO NL 3
  4. 4. Content Our Lean Agile journey from my point of view Why becoming faster is the essence Wrap-up 4
  5. 5. A Brief History of our Lean Agile Journey Becoming more Lean Agile every day 2013: Development & Maintenance together in one Agile team 2011: Acceleration of Lean Agile roll out 2010: Agile is introduced 2010: Lean starts in Development 2009: Lean IT starts in Software Maintenance 2004: Start Lean Office People ‘touched’ by Lean Agile: Results*: 37+ % faster time to market of IT changes 20+ % efficiency gain 100+ Lean Agile teams within CIO NL More than 1000 people trained in Lean / Agile *Some examples. Results differ per value chain depending on maturity 5
  6. 6. As IT we want to enable business transformation Grow and transform Grow and Transform Run Run General figure based on - Steve Bell: Run, Grow Transform, Integrating Business and Lean IT 6
  7. 7. Why we need Lean Agile Economic crisis: Customer behavior and expectations are influenced by IT possibilities (Facebook, Google, Apple) • Banks are nobody’s favorite • Effects on our costincome ratio To be cheaper, faster and more adaptive… and our people are the key to success 7
  8. 8. We came from classic waterfall with a length and size that competes with Niagara And in the end our customers didn’t get what they wanted 8
  9. 9. We seriously improved the output of our software delivery processes by… accepting we don’t exactly know what we want upfront 9
  10. 10. We started breaking up huge projects in small chunks of shippable software To create a flow of value 10
  11. 11. So we are switching towards a focus on value, but need to keep an eye on the whole as well Company Vision Product Vision Epic Theme Shippable software 12 months time frame 6 months time frame 11 3 months time frame 2-3 weeks time frame
  12. 12. So we are switching towards a focus on value, but need to keep an eye on the whole as well Company Vision ? Product Vision Epic Theme Shippable software 12 months time frame 6 months time frame 12 3 months time frame 2-3 weeks time frame
  13. 13. So we are switching towards a focus on value, but need to keep an eye on the whole as well Company Vision Product Vision Epic Theme Shippable software 6 months 3 months 12 months So,frame are gettingframetime aren’t we? frametime we there, time 13 2-3 weeks time frame
  14. 14. Well, we encountered some issues getting our value So we are switching towards a focus on value, easily in production eye on the whole as well but need to keep an Company Vision Product Vision Epic Theme Shippable software 6 months 3 months So, we are gettingframetime aren’t we? frametime there, 12 months time frame 14 2-3 weeks time frame
  15. 15. Well, we encountered some issues getting our value easily in production Availability Test environments Shippable software Processes & Procedures Deployment Silo’s Authorizations Manual test effort Some examples of what we encounter, have solved or are still working on… 15 Software in production
  16. 16. Closing the gap step by step Plan Examples of experiments we did: • (Ownership of) Test environments • Automated build • Automated testing Act Do • Automated deployment • Steps towards Agile Governance Check But it is hard to automate automation 16
  17. 17. Our current focus point is Continuous Delivery “Continuous delivery is about putting the release schedule in the hands of the business, not in the hands of IT. Implementing continuous delivery means making sure your software is always production ready throughout its entire lifecycle – that any build could potentially be released to users at the touch of a button using a fully automated process in a matter of seconds or minutes. - Jez Humble, David Farley: Continuous Delivery …with Development and Maintenance working together in one Agile team 17
  18. 18. Working Agile requires a high level of cooperation Inattention to results Avoidance of accountability Lack of commitment Fear of conflict Absence of trust From: - The five dysfunctions of a team – Patrick Lencioni …also between Management & Employees 18
  19. 19. Struggle: empowerment is a very thin cord to balance on Managing an empowered team means being closer to the team than before 19
  20. 20. Training for both management and employees is essential to become Lean Agile Example of a 5 days training program for first line and middle management of the IT Value Stream Time Monday Tuesday 09:00 1 Introduction 10:00 2 Why and What of Agile 9 Wednesday Review Previous Day 3 Lean & Agile Principles 12:00 4 Basics of Scrum 5 OM of Self Directed Teams 6 Mindset & Behavior 7 Waste 8 Reflection on your Why & What of Agile 9 9 9 Review Previous Day 20 Starting Agile & Scaling up 16 Continuous Improvement Exercise 16:00 17:00 Review Previous Day 21 Agile: Practical Experiences Lunch Lunch Lunch 12 KPI’s, cont. 17 Leading the Change 13 Portfolio Management & Planning 18 Being a Change Role Model 14 Continuous improve towards perfection 19 Agile: Practical Experiences 24 Commitment 8 8 Lunch 23 Agile Safari 14:00 15:00 Review Previous Day 12 Operational Management & KPI’s Lunch 13:00 Friday 15 Seeing the whole (systems thinking) 10 Flow 11 Kanban 11:00 Thursday 8 Reflection on your Why & What of Agile Reflection on your Why & What of Agile 22 Performance Management 24 Commitment, cont. 25 Evaluation Reflection on your Why & What of Agile Drinks 18:00 19:00 First line and middle management are in the driver’s seat 20
  21. 21. When the going gets tough …we have to prevent falling back in our old behavior 21
  22. 22. Create a system to help you in your behavior and to solve bottlenecks Senior & middle Management • Problems which can not be resolved without help • Solutions which might be useful for others Middle & first line Management Lean Agile Teams 22 • Prioritized problems • Status on resolving impediments • Solutions
  23. 23. Content Our Lean Agile journey from my point of view Why becoming faster is the essence Wrap-up 23
  24. 24. Agile has many aspects Test driven Development Automated deployment Value stream 24
  25. 25. Agile has many aspects Test driven Development Automated deployment Value stream How to get focus? 25
  26. 26. Focus on accelerating creation of value Accelerate: not just once, but a sustainable speed Value: something that is actually useful for your customer (incl. stability) 26
  27. 27. Focus on Speed, e.g. Automation of all repetitive work Governance focus on speed Reduce hand overs Remove unnecessary bureaucracy which hinder the experts A mindset focus on speed --- 27
  28. 28. Speed is the absence of waste* Speed means flow: Just-in-Time delivery Speed requires high quality Speed requires a sustainable pace *From Mary & Tom Poppendieck 28
  29. 29. A continuous drive to improve the flow will help you to identify and solve bottlenecks Customer need 29
  30. 30. Fast high quality feed back on your work is essential for learning Plan Act Do Check Build – Measure - Learn 30
  31. 31. My utopia ‘The endless quest for excellence stimulates everyone in the organization to make things better. People no longer see a difference between performing the work they do, improving the work they do, and improving themselves’ - Steve Bell & Mike Orzen, Lean IT 31
  32. 32. Content Our Lean Agile journey from my point of view Why becoming faster is the essence Wrap-up 32
  33. 33. We just started our journey, but we are on the right track, and with every issue solved more bottlenecks become visible Some Results* 37+ % faster time to market of IT changes 20+ % efficiency gain *examples. Results differ per value chain depending on maturity 33
  34. 34. Let strive for speed guide you on your journey Speed as driver to get better results on time to market (ROI), quality and cost Speed to make bottlenecks visible Speed to enable fast high quality feedback to individuals 34
  35. 35. And…..travel The bag’s not for what I take, Colson it’s for what I find along the way - MacGyver, 1985 35
  36. 36. Photo rights reserved: Slide 8 9 10 19 24 34 Photo Waterfall Changed priorities ahead Big Ship Sailing boats Tango Micha’s desperation Road 36 Photographer DrStarbuck Domeheid Lyng883 Ian Sane Katagaci Micha de Gier Alaskan Dude Image bank Flickr Flickr Flickr Flickr Stock.xchng Micha’s collection Flickr

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