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Fra fossil til diamant

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Om DNB sin agile snuoperasjon. Ved Ivy Lotarev og Hanne Linaae

Published in: Leadership & Management
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Fra fossil til diamant

  1. 1. Ivy Lotarev and Hanne Linaae Smidig Digitalisering 2019 Fra Fossil til Diamant
  2. 2. Agile in DNB Agile transformation in DNB
  3. 3. Our vision and mission In order to stay relevant and competitive we need to change, a lot. - Technology company with a banking license - Trust, security and reliability as a competitive advantage - Building products that customers love - Drive adoption of high-performing tech company practices - < 3 months from idea to implementation - 99.9% up time on all critical services - Security and quality by design
  4. 4. Challenges - Traditional waterfall development and project management - Core banking (legacy) systems - High grade of consultants and off-shoring - Shift perspective on Agile from a method to agile as cultural foundation - Distributed teams in Bjørvika, Bergen & Pune 4 h 30 min time difference Outcomes we aim for - Teams with e2e responsibility for their products and services - Agile and engineering culture – not necessarily techniques or methods - Adaptible and continuously learning organisation - Attracting and retaining tech talent - Turning refugatory demands into a competitive advantage
  5. 5. The New Mobile Bank Key Principles Value creation through ships, and the ships are our primary means of day-to-day steering We focus on personal competences, not adherence to role descriptions Each ship has strong autonomy, product ownership and all necessary competences to deliver Cross-ship collaboration is facilitated through chapters and dedicated chapter leads Light management-layer secures alignment to long term direction and PM / IT strategy
  6. 6. Agile in DNB Agile in DNB
  7. 7. Limit work in progress (WIP) at team and business level. Aim for frequent deliveries of small pieces of work. Build stable teams that shape their own process and work method. Experiment and learn rapidly. Improve the way we work every day, and create slack to make it possible. Focus on customer experience and the full value chain across DNB. You build it, you run it, you fix it, you secure it. Our ways of working apply to all types of work. Engage employees and delight customers. Gi slipp Vertical slicing Limit WIP Reduce lead time Adopt CI/CD methods Make process policies explicit Retrospective Open communication Frequent feedback Community of practice (CoP) Team agile health check System thinking Peer review Reduce technical and organisational debt WOW Principles Practices
  8. 8. The team Andrea Cathrine Thorbjørn Aditya Christina Thomas Zia Magnus Hanne
  9. 9. Our Coaching Principles Hug: 80% Dedicated coaching Hand-shake: 40% focused coaching, Coach the team process facilitator High Five: Light touch, 1-1 coaching, workshops, facilitation We have an ambition to set aside 20% of our time for «slack»; reflection, help each other, contribute to other teams, workshops etc. It’s difficult. Our coaching levels
  10. 10. When no one is watching… - Culture is fundamental - enhance behaviors that we value - Pragmatic and evidence based approach to coaching - Understand current situation… - …and relief sources of pain and dissatisfaction - Communities of Practice - Slack – both time and the tool ;)
  11. 11. Exploring, doing, being Showing productivity Intro to agile Team forming & storming Finding your own way Hitting impediments Management bandwidth is high Curious and baby steps Continuous coaching support Modern engineering practices Management reducing impediments Agile methods in place, roles, ceremonies etc. More sure of my place Agile method optimisation Sustainable coaches «I know I add value» Servant leadership is set Optimising a culture of learning Continuous improvement
  12. 12. Transformation Roadmap
  13. 13. Storming, forming, norming

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