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Ciklum seminar   enterprise agility - yuriy malishenko - ciklum
Ciklum seminar   enterprise agility - yuriy malishenko - ciklum
Ciklum seminar   enterprise agility - yuriy malishenko - ciklum
Ciklum seminar   enterprise agility - yuriy malishenko - ciklum
Ciklum seminar   enterprise agility - yuriy malishenko - ciklum
Ciklum seminar   enterprise agility - yuriy malishenko - ciklum
Ciklum seminar   enterprise agility - yuriy malishenko - ciklum
Ciklum seminar   enterprise agility - yuriy malishenko - ciklum
Ciklum seminar   enterprise agility - yuriy malishenko - ciklum
Ciklum seminar   enterprise agility - yuriy malishenko - ciklum
Ciklum seminar   enterprise agility - yuriy malishenko - ciklum
Ciklum seminar   enterprise agility - yuriy malishenko - ciklum
Ciklum seminar   enterprise agility - yuriy malishenko - ciklum
Ciklum seminar   enterprise agility - yuriy malishenko - ciklum
Ciklum seminar   enterprise agility - yuriy malishenko - ciklum
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Ciklum seminar enterprise agility - yuriy malishenko - ciklum

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Relaunch Agile to create corporate performance culture. The case of Scandinavian bank …

Relaunch Agile to create corporate performance culture. The case of Scandinavian bank

Yuriy Malishenko, Consultant, Ciklum

During five years since first Agile implementation Scandinavian bank gained a lot from Scrum practices that became everyday life in few most successful development teams. The challenge the bank faced is unification of different Scrum implementations across different locations aimed to create corporate performance culture and enable bank to run cross country programs. The presentation is a case of consultancy engagement stated from assessment in multiple locations and completed with education and implementation of Scaled Agile principles on Portfolio, Program and Team levels.

Published in: Business, Technology
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  • 1. ENTERPRISE AGILITY RE-LAUNCH AGILE TO CREATE CORPORATE PERFORMANCE CULTURE. THE CASE OF SCANDINAVIAN BANK Yuriy Malishenko, Senior Consultant | Zurich, June 24, 2014
  • 2. 2 * Why are we doing this?
  • 3. 3 * There always are concrete motivators for change Quicker time to market Better quality of product Higher engagement of people Higher productivity
  • 4. 4 * Our approach to transforming enterprise to become agile
  • 5. 5 * Case of Scandinavian bank 1. Business: life insurance division. 2. Distributed setup – 60 people onshore and 40 people offshore. 3. Software landscape is very diverse, spanning over mainframe, big data, sale tools, web and mobile applications. 4. And obviously a diverse technology stack. 5. ‘Waterfallish’ approach to building software. 6. Previous attempt to launch agile which did not yield a sustainable result (and was actually focused on a team level).
  • 6. 6 * What were the needs? 1. Support establishing the new corporate performance culture through re- introducing agile practices, but on all levels this time. 2. Drawing execution vertical into business understanding so that two are aligned. 3. Making the distributed setup more efficient in terms of communication and collaboration.
  • 7. 7 Agile backlog methodology Agile on teams level Agile on level of programs
  • 8. 8 * First step - assessment 1. Portfolio management & Backlog and content authority methodology. 2. Teams composition & Program execution. 3. Continuous improvement. According to the findings from the assessment, there were several areas of improvement identified. These areas were prioritized and served as the scope definition for the implementation program:
  • 9. 9 * Set up the scene – reorganize 1. Cross-functionality versus technology was challenged. 2. Roles were defined and introduced. 3. Teams were designed and announced. We used a further analysis of initiatives pipeline to understand how programs may potentially be formed and therefore see how people could be allocated among more or less fixed teams (6 months at least).
  • 10. 10 * Then backlog methodology to organize the flow 1. Educate content people in product ownership and requirement management the agile way. 2. Practically support the content group to ensure business value is at the roots of content definition. 3. Implement the right way of tool usage to support the flow and backlog methodology. During the model of the backlog methodology and organizing the flow, we were focused on achieving tangible results in the areas of:
  • 11. 11 * Ensure there is an agility foundation on team level 1. Educated 11 teams across two locations. 2. Ensured there was a coaching support for inexperienced Scrum Master roles. 3. Established a measurement system to track agility adoption in the organization on a team level.
  • 12. 12 * Implemented program execution to close the loop 1. Educated the entire organization in the Scaled Agile Framework customized to their needs. 2. Simulated release planning over 2 days in both locations, with the entire organization. 3. Handing over to the process of continuous improvement to the internal coaching group.
  • 13. 13 * Common pitfalls and challenges 1. Shorter plan may not work in reality – cultural change requires time. 2. Agility of the entire organization requires a massive change in how requirements are formalized. 3. Such changes require something more than just a training. 4. Tools: agility on enterprise level is a challenge – it requires specific features from your tool set. 5. Continuous improvement may require an internal coaching group to support it. 6. Change in one division most certainly triggers more changes outside.
  • 14. 14 * Summary 1. Plan yourself for a long journey. 2. Approach holistically – external parties, tools, etc. 3. Use expertise from experts – saves your time and… money.
  • 15. 15 * THANK YOU FOR YOUR TIME!

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