Building a Lean Agile Entreprise - ING Bank at the European Lean IT Summit

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ING’s Lean IT journey started in 2009. Now the transition covers more than 300 employees in IT operations and 50 Agile Teams in development. At the European Lean IT Summit, Jael Schuyer and David Bogaerts from ING Bank presented what they have learned along the way. More Lean IT presentations and videos on www.lean-it-summit.com

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Building a Lean Agile Entreprise - ING Bank at the European Lean IT Summit

  1. 1. Copyright © Institut Lean France 2012 22 & 23 November, 2012 Paris, FranceCombining the Best of Two Worlds: Building a Lean Agile Enterprise Jael Schuyer - ING David Bogaerts - ING
  2. 2. Who are we? Jael Schuyer David Bogaerts M: +31 6 54230087 M: +31 6 11953416 E: jael.s.schuyer@ing.nl E: david.bogaerts@ing.nlJael & David are Senior Lean Agile Coaches at ING Bank in the Netherlands. They both started in the Lean Officeenvironment before moving into Lean IT and Agile. At the moment they are working on the Lean Agile transition in the ITdepartment Domestic Banking ING.Jael has worked as a Lean Coach since September 2005. Before working as a Lean Coach, Jael was a Team Manager forING. During this period she was introduced to Lean Management and experienced Lean from ‘the other side’.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 managementprojects. 2
  3. 3. About INGING 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 AsiaING 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• 2000+ employees work for CIO NL 3
  4. 4. Our journey 1 Why we started our journey On our journey, we started to explore and change the dark 2 places of our world 3 It takes two to tango 4 So where are we now? 4
  5. 5. A Brief History of our Lean Journey Becoming more Lean Agile every day 2011: Acceleration of Lean Agile roll out 2010: Agile is introduced 2010: Lean starts in Development 2009: Lean IT starts in Operations 2004: Start Lean Office People ‘touched’ by Lean Agile: Results*:60+ Lean Agile teams in Software Development 37+ % faster time to market of IT changes350+ employees in IT Operations 20+ % efficiency gainMore than 1000 people trained in Lean & Agile 50+ % reduction of incidents by PDCA *Some examples. Results differ per value chain depending on maturity 5
  6. 6. Why we need Lean ITEconomic crisis: Customer behavior and• Banks are nobody’s expectations are favorite influenced by IT• Effects on our cost- possibilities (Facebook, income ratio Google, Apple) To be cheaper, faster and more adaptive… and our people are the key to success 6
  7. 7. Our journey 1 Why we started our journey On our journey, we started to explore and change the dark 2 places of our world 3 It takes two to tango 4 So where are we now? 7
  8. 8. We came from classic waterfall with a length and sizethat 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 softwaredelivery processes by… accepting we don’t exactly know what we want upfront 9
  10. 10. We started breaking up huge projects in small chunksof 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 wellCompany Vision Product Vision Epic Theme Shippable software 12 months 6 months time 3 months time 2-3 weeks time time frame frame frame frame 11
  12. 12. So we are switching towards a focus on value,but need to keep an eye on the whole as wellCompany Vision ?Product Vision Epic Theme Shippable software 12 months 6 months time 3 months time 2-3 weeks time time frame frame frame frame 12
  13. 13. So we are switching towards a focus on value,but need to keep an eye on the whole as wellCompany Vision Product Vision Epic Theme Shippable software So,frame are gettingframetime aren’t we? frametime we 12 months time there, 6 months 3 months 2-3 weeks time frame 13
  14. 14. Well, we also encountered some issues getting ourSo we are switching towards a focus on value,value easily keep an eye on the whole as wellbut need to in productionCompany Vision Product Vision Epic Theme Shippable software So, we are gettingframetime aren’t we? frametime 12 months time frame there, 6 months 3 months 2-3 weeks time frame 14
  15. 15. Well, we also encountered some issues getting ourvalue easily in production Availability Test environments Shippable software Processes & Procedures Deployment Silo’s Authorizations Manual test effort Some examples of what we encounter, Software in production have been solved or are still ongoing 15
  16. 16. Closing the gap step by step Examples of experiments we did: Plan • (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. We needed a focus point. It became ContinuousDelivery “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 17
  18. 18. Our journey 1 Why we started our journey On our journey, we started to explore and change the dark 2 places of our world 3 It takes two to tango 4 So where are we now? 18
  19. 19. It takes two to change a large organization Management & Employees 19
  20. 20. Started bottom up with top down support We want change, so go for it We want change …and had to learn all the way through 20
  21. 21. Struggle: empowerment is a very thin cord tobalance on Management Funnel* Strategic Objective Direction (Lean Level (or Problem) Agile Roadmap)Management Tactical Pre Execution of Level conditions roadmapEmployees Operational People excelling(Teams) Level How in their craft Conflict pyramid* Managing an empowered team means being closer to the team than before* Based on Leidinggeven zonder bevelen – Filip Vandendriessche 21
  22. 22. 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 Wednesday Thursday Friday09:00 1 Introduction 9 Review Previous Day 9 Review Previous Day 9 Review Previous Day 9 Review Previous Day10:00 2 Why and What of Agile 10 Flow 15 Seeing the whole 20 Starting Agile & Scaling 24 Commitment (systems thinking) up11:00 11 Kanban 16 Continuous 21 Agile: Practical Improvement Exercise Experiences 3 Lean & Agile Principles 12 Operational12:00 Management & KPI’s13:00 Lunch Lunch Lunch Lunch Lunch 4 Basics of Scrum 12 KPI’s, cont. 17 Leading the Change 22 Performance 24 Commitment, cont.14:00 Management 13 Portfolio Management & 18 Being a Change Role 5 OM of Self Directed Planning Model 25 Evaluation15:00 Teams 6 Mindset & Behavior 14 Continuous improve 19 Agile: Practical 23 Agile Safari16:00 7 Waste towards perfection Experiences 8 Reflection on your Why 8 Reflection on your Why 8 Reflection on your Why 8 Reflection on your Why17:00 & What of Agile & What of Agile & What of Agile & What of Agile Drinks18:0019:00 First line and middle management are in the driver’s seat 22
  23. 23. To resolve problems structurally and capture solutions at every level… Structural Problem Solving at every Level Senior Management Middle Management Lean Agile Coaches High Performing Teams Management•Problems which can not •Prioritized problems Inattention Solutionbe resolved without help •Status on resolving to results•Solutions which might be Delivery impedimentsuseful for others •Solutions Avoidance of Plan accountability Lean Agile Lack of commitment Teams Act Do Check Fear of conflict Absence of trust From: The five dysfunctions of a team – Patrick Lencioni we need to become a learning organization 23
  24. 24. Our journey 1 Why we started our journey On our journey, we started to explore and change the dark 2 places of our world 3 It takes two to tango 4 So where are we now? 24
  25. 25. We are getting clear results* 37+ % faster time to market of IT changes 20+ % efficiency gain 50+ % reduction of incidents by PDCA*Some examples. Results differ per value chain depending on maturity 25
  26. 26. And our customers feel it* “Well done ING. Do continue” We are on the right track, but with every issue solved more problems become visible* Customer Feedback on Mobile Banking ING App 26
  27. 27. We have just started on our journey and aredetermined to go forward The bag’s not for what I take, Colson - it’s for what I find along the way MacGyver, 1985 27
  28. 28. Photo rights reserved:Slide Photo Photographer Image bank8 Changed priorities ahead Domeheid Flickr9 Waterfall DrStarbuck Flickr10 Big Ship Lyng883 Flickr Sailing boats Ian Sane Flickr19 Tango Katagaci Stock.xchng28 Road Alaskan Dude Flickr 28

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