1
Case study
Marcel Miklúš
ScrumImpulz 2014
Intesa Sanpaolo is the largest banking group in
Italy and one of the leading in the European scale
8. In Eurozone (market ...
3
Banks of the group Intesa Sanpaolo
3
Pravex bank
4
 Clients 1.2 mil
 Branches 237*
 POS 9201*
 ATM 573*
Employees ≈ 4000 (group)
VÚB as part of the group Intesa Sanpa...
IT development organization context
5
 IT development ≈ 150 FTEs
 Back End systems, Front End systems, DWH/BI, Package s...
6
Complex cross teams delivery
Not unified usage of existing tools /process
A lot of information in different spreadshee...
 We started from ourselves, we focus on area of our responsibility with
current staff, in parallel with all other activit...
8
Implementation Time and cost
Implementation approach
Main characteristics
• Implementation only selected missing
parts o...
Different process for different type of requirements
 Different types of requirements (e.g. incidents, maintenance change...
10
DEMAND Management Overview
 Demand Management
– All new requirements are captured and tracked in Idea tank
– IT provid...
Whole SDLC process overview
 The demand management follows a structured approach broken down by
activities as shown below...
12
Demand Management – Reporting overview
Demand Management tool
13
Release management Overview
 Elements involved
– Detailed Release planning - all logical dependencies within and betwe...
Release management – Reporting structure 1/2
General dashboard
count of tasks,
progress, issues,
effort needed, risk
tasks...
Release management – Reporting structure 2/2
Content of changes
canceled / added
tasks, change in
estimations,
urgent task...
Task management in teams
IT tasks planning in shorter
time cycles (sprints).
Consolidated reporting (one
data source for a...
Actual status of implementation
17
Benefits
 One source of data for all teams, project managers, line managers available online.
 Unified Tests and Defects...
19
Thank you 
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ScrumImpulz 2014 - Marcel Miklus, Introduction of Agile in financial institution, Case study

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ScrumImpulz 2014 - Marcel Miklus, Introduction of Agile in financial institution, Case study

  1. 1. 1 Case study Marcel Miklúš ScrumImpulz 2014
  2. 2. Intesa Sanpaolo is the largest banking group in Italy and one of the leading in the European scale 8. In Eurozone (market capitalization) 4,8 thousand of retail branches in Italy and 1,4 thousand abroad 1. In Italy (15% market share on loans and 17% on deposits) 11,1 mil. customers in Italy and 8,4 mil. customers abroad *As of December 2013
  3. 3. 3 Banks of the group Intesa Sanpaolo 3 Pravex bank
  4. 4. 4  Clients 1.2 mil  Branches 237*  POS 9201*  ATM 573* Employees ≈ 4000 (group) VÚB as part of the group Intesa Sanpaolo *As of December 2013
  5. 5. IT development organization context 5  IT development ≈ 150 FTEs  Back End systems, Front End systems, DWH/BI, Package solutions, IT architecture  IT landscape ≈ 160 applications  Complex architecture – more frameworks, platforms, technologies – Cobol, java, .net, ESB, EDW, ODS, MDM,...  We managed IT delivery in bank releases across > 20 internal work teams splitted into > 50 roles (functional and technical) > 35 3rd party solution vendors > 200 tasks (projects, maintanance – different granularity and complexity)
  6. 6. 6 Complex cross teams delivery Not unified usage of existing tools /process A lot of information in different spreadsheets Missing one source of truth Time consuming reporting Reactive mode How ? Focus on people and processes  Demand management  Delivery in bank releases including testing, task management and deployment Reuse existing tools in the bank and solve missing GAPs Continuous consolidation and improvements Our challenges at the beginnig (2011)
  7. 7.  We started from ourselves, we focus on area of our responsibility with current staff, in parallel with all other activities  We focus on IT transparency with agile tools / best practices – improve of cross teams delivery and communication with business How to improve IT? TOP DOWN Strategic approach BOTTOM UP Incremental IT improvement approach Business strategy direction IT Strengths and weaknesses IT vision & strategy IT Architectures IT Transition Plan ON-Going Planning Process Improved scope Improved scope IT Sourcing Action plan Main issues identification Quick wins ON-Going Improvements PR AG M ATIC APPR O AC H Mobilize people 1 2 3 5 6 7 8 5 4 3 2 1 Strategic approach VERSUS incremental IT improvement IT Governance4
  8. 8. 8 Implementation Time and cost Implementation approach Main characteristics • Implementation only selected missing parts of Configuration management • Simple, common solutions for whole IT-DEV • Change of corporate culture within steering IT DEV • Opend solution (described API) with ability to customize by internal staff (whithout special skills) • Solution intended mainly on IT DEV governance • Solution de facto industry standard • Solution possible enrich by third party plugins (new functions) • Dramaticaly lower price of licences • Therefore solution is modular , implementation could be divide into smaller and more controlled phases • Risk of failure vs. cost is lower How to solve missing GAPs in supporting tools ? PR AG M ATIC APPR O AC HImplementation of our requirements to open source tool and integration with existing bank tools for development platforms. Implementation is based on agile principles (proof-of-concept, incremental implementations, regular feedback), we are focusing on continuous improvements. The preferred approach is to use as much as possible the native tool features and capabilities and to extend them using existing plugins. Thanks to this approach the required effort for upgrades to higher version is very low with minimal rework of implemented customizations.
  9. 9. Different process for different type of requirements  Different types of requirements (e.g. incidents, maintenance changes, projects) trigger different processes for IT delivery as shown below. 9
  10. 10. 10 DEMAND Management Overview  Demand Management – All new requirements are captured and tracked in Idea tank – IT provides “Indicative Offer” or participates on Project Feasibility Study – Prioritization is executed across all bank divisions to address key bank priorities and to cope with delivery capacity and schedule constraints  Key meetings – Demand Meeting - operational □ Primarily IT Division-wide □ Initiation of Indicative Offer activities □ Capacity Balancing in case of spare ones ( new tasks to Release) – Account Meeting - operational □ All Bank divisions □ Key “status” and operational meeting with involvement of Business □ Management summary of current Release □ Summary of new key tasks in Idea Tank □ Priority alignment – PPC (Project portfolio committee) □ Key decision making body – scope, budget □ Members: Management board and selected Board -1  Tools support across all bank divisions ( not only IT ) – MS Sharepoint as collaboration platform – DEMAND as requirements management and consolidated delivery management tool, including approval workflow IDEA TANK PPC APPROVAL
  11. 11. Whole SDLC process overview  The demand management follows a structured approach broken down by activities as shown below integrated with other SDLC processes. 11
  12. 12. 12 Demand Management – Reporting overview Demand Management tool
  13. 13. 13 Release management Overview  Elements involved – Detailed Release planning - all logical dependencies within and between tasks, time and resources dependencies – Consolidated delivery management and reporting, including escalation management – Centrally managed testing – Centrally managed deployment – Release Budget Management  Tools Support – DEMAND tool - consolidated delivery management tool, including approval workflow – JIRA – detailed tasks and test management, including management dashboards – MS Excel based consolidated Dashboard style reporting Objective: Ensure tasks approved by PPC get delivered!
  14. 14. Release management – Reporting structure 1/2 General dashboard count of tasks, progress, issues, effort needed, risk tasks, utilization of roles, Progress in time available capacity, scope in projects and maintenance, time tracking 14 waiting (nič vykázané) in progress finished (stav Zrealizované) Objem úloh 6 618 % splnenia TimeTracks / stavy úloh Semafor Červený / Žltý Rizikové úlohy 164 5% 67 3% 205 25% počet úloh / v MD a % Preťažené role počet rolí / sumár MD Nevyťažené role počet rolí / sumár MD17 406 23 -500 5 2 7 0%77% 14% 69% 38%0% 00 0 0 0 0 Iterácia 2 3 562 54% 2 224 34% 832 13% 0 41 0 0 27 0 Počet úloh R47 R48 R49 138 41 27 0 119 19
  15. 15. Release management – Reporting structure 2/2 Content of changes canceled / added tasks, change in estimations, urgent tasks Risk tasks no business requirements (BRD), insufficient BRD, pure allocation of capacities for projects 15
  16. 16. Task management in teams IT tasks planning in shorter time cycles (sprints). Consolidated reporting (one data source for all reporting). Higher quality of data in tool related to task granularity (one task per person) and strict time tracking. One tool for task management and test management. Team management evolution and know how sharing. 16
  17. 17. Actual status of implementation 17
  18. 18. Benefits  One source of data for all teams, project managers, line managers available online.  Unified Tests and Defects management across multiple projects (SEPA, ...) incl. external vendors.  Reduce wasted time of Developers and Analytics for the Explanations and Meetings - Focus on Delivery.  Reduction of mail communication – all communication track is in tool with history.  Switch from reactive to proactive approach in delivery management.  Reduce administration, one tool for development Life Cycle, Reduce Time consuming Reports. Low Operating Cost vs number of users:  850 Users (incl. 300 business users, external resources and vendors).  Managed in 6 months: – 35.000+ Test cases and 5000+ Defects – 5000+ Tasks per persons in 6 months  In peaks 300 parallel sessions. 18
  19. 19. 19 Thank you 

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