This document summarizes Cédric Mainguy's work facilitating an agile transition at Palo IT, a large bank with operations across multiple European and Asian countries. The transition process involved 4 waves: 1) Assessing the current process through interviews and workshops, 2) Identifying problems and areas for improvement, 3) Providing training on agile best practices, and 4) Co-creating an implementation plan through activities like a "$100 game" to prioritize practices and develop an initial project roadmap. The goal was to help the large, structured organization move toward more agile and lean processes to reduce time to market while engaging teams in the transition.
2. Agenda
• How did I get here?
• Agile Banks!?
• Self-organized transition
• The Games
• Closing remarks
3. How did
I get here?
Entrepreneur
AsiaForm, Whollycity, Wholly
Agilist
Agile Coach, Startup coach, Lean startuper,
Design Thinker, Innovation Games Facilitator,
Scrumaster, Product Owner…
What exites me?
Sharing Economy, Innovation, Coaching startups,
Permaculture, Alternative Currencies, Culture
Hacking, Digital Revolution, Consiousness
Technology, Radical Life Extention, Spirituality,
Future Trends…
My job today?
Head of digital innovation Palo IT, Business
Developer, Agile coach, Innovation Speaker…
57. $100 Test Game
Mechanics
By using the concept of cash,
people are more focused and
more engaged than with an
arbitrary point or ranking
system
Ease the transition by
involving the team as a whole
and by deciding the priorities in
collaboration
58. Gamepla
nFrom the result of the $100 test
game, take most important
practices. Find problems to
implement them
Propose steps to achieve
implementation
The team took into account
dependencies to adopt the
practices
The team acted in collaboration
easing next step to implement
practices
First roadmap defined as a team
Games to help to adopt agile practices in various contexts, business areas, projects types and countries.
Closing (Convergent)
Move toward conclusions, decisionsActions and next stepsBe critical and realistic
At the end there is the tangible outcome. But in business it never ends
So you always design for next steps
Highly motivated
Teams part of the transformation
Various contexts in terms of organizations and business
Product owner:
Create backlog, organize it, estimate in term of business value each user story
Preparation
Business case
Selected Technology
Product backlog
High level architecture
Risks mgmt. plan
High level planning
Funding requirements
Transition
Deployment guide
Exploitation guide
List of opened anomalies
Training guide
Master for deployment