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Banco de Credito del Peru - PMO Global Award Regional Winner - Americas - 2018 - FuturePMO 2018

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Banco de Credito del Peru - PMO Global Award Regional Winner - Americas - 2018 - FuturePMO 2018

  1. 1. 1 Banco de Crédito del Perú Lima – Perú Leader: Andrea Sánchez–Salazar Head of Portfolio and Agile Transformation
  2. 2. 2 (1) Market Share Dec 2017. Includes BCP and Mibanco. (2) Increase of 7.2% in relation to the previous year. Source: BCP’s Annual report 2017 Leading company in the financial sector with more than 129 years of presence in Perú. BCP’s purpose is to transform the plans of its Customers into reality, promote the development of its employees and support the sustained development of the country. >8 million customers ~33% market share¹ >$3B annual income² ~$43B total assests
  3. 3. 3 Contribute to BCP’s and Credicorp´s objectives through a transparent and effective project management practice, as well as the development of a collaborative and agile culture and delivery model. BCP PMO’s Purpose
  4. 4. 5 BCP’s PMO evolution
  5. 5. 6 2003 - 2008 CREATION AND ESTABLISHMENT 2009-2012 APPROACH TO BUSINESS 2013 - 2015 INCREASE QUALITY (MATURITY) 2016 - 2017 AGILE TEAMS• Constant growth of the Portfolio. • Healthy portfolio in delivery dates, budget and duration of Projects. • Creation of Projects with more limited scopes (less risk of deviations) and greater value for the business/customers • Creation of the Lean Agile Center of Excellence (LACE) • New and ongoing projects are transformed into stable Agile Teams, generating high Customer value, with more frequent delivery (better time to market) • Creation of the PMO unit in BCP. • Methodology definition. • Training in Project Management, based on PMI standards. • Close and transparent management and communication to the different impacted stakeholders. • Training in Leadership, management and communication skills. • Building Portfolio Dashboards 115 Large Projects 1,200 small Projects 40 agile teams 40 Large Projects 400 small Projects20 Large Projects 150 small Projects Portfolio Volumen 60 Large Projects 800 small Projects 2018 AGILE AT SCALE • Continues the transfer of traditional demand towards stable agile teams. • Creation of Agile Tribes, with direct alignment with strategic objetives. • Definition of Enterprise Agile Blueprint (Tribes Map - tribes&squads, COEs and Suppo Functions) 118 Large Projects 1,300 small projects 80 agile teams PMO’s evolution BEFORE PMO EXISTENC E Lack of: • Commitments • Schedule baselines • Periodically, timely and transparent Communication • Budget control • Risk and Change Management
  6. 6. 7 Users involved in decisions Business users are sensitize regarding activities, unforeseen events and decision making. Team specialization Continuous training in methodology, skills and business capabilities. Feedback and coaching. Goverment model & continues improvement High involvement of users and IT managers, promoting team commitments and speeding decision making as well as risk and problem management. Transparency Clear, transparent and timely communication with the different work teams and stakeholders. Discipline Rigorous use of the methodology and tools. Management of project’s baseline (budget, scope and schedule). Education to business units Dissemination of technology and methodology knowledge to the business and staff units, facilitating communication among teams/people. PMO’s pillars that helped us to continue evolving…
  7. 7. 8 Challenges and Culture of Innovation in the PMO Team Waterfall: Close and constant communication with the Business, making them participate actively in the decision making process. Agile : Business is 100% dedicated as part of the agile team. Advisory & Questioning PMO’s Role on business initiatives Challenge and ensure the strategic alignment with initiatives Techniques introduced : - Objective and Key Results (OKRs/QBRs) - Discovery and Maturity early phases Shareholders expectations Integration with the business Assessment, coaching and training to business units, in order to help them “transform” and adopt new practices. Every week the PMO team meets to share best practices and to present process improvements. Simple and clear language for a greater understanding between Business and IT. This requires constant communication with users, being 100% transparent about events during the projects To improve the poor scope issue, business and IT change their mindset, working together with a different approach. Techniques used: Safe Frameworks, Value Chain / Pain points, Inception, PI Planning, Open IT with clear communication Coaching, Training & Process optimization Scope Challenges Lack of Business participation during Projects Poor definition of the scope (in projects) Lack of alignment with the Bank’s strategy IT as a black box and lack of specialization 1 2 3 4 Innovation 1 3 2 4 4
  8. 8. 9 Delivery Model INITIATIVES Business Analyst Agile / Project Manager Discovery Maturity Planning In Process (phases) Close Users TI Large Projects Agile teams Demand management Budget management Small Project /requirements Small Projects Technical definition and effort Tribe 1 Tribe 2 Tribe 3 A IT Governance Committee / QBRs: (C-Level) Evaluate, approve and prioritize strategic alignment of major initiatives (large projects and agile teams) B Agile Government Model Autonomies deployed, to allow fluid in decision making C D Periodical Portfolio Committees Constant communication of portfolio health “Unlock” IT meetings IT Management tracking for “unlocks” and synchronization between IT teams E PMO’s share meeting PMO team share best practices, lessons learned and mistakes made and how they managed to overcome them Contribute to BCP’s and Credicorp´s objectives through a transparent and effective project management practice, as well as the development of a collaborative and agile culture and delivery model. PMO’s purpose
  9. 9. 10 BCP’s PMO organization, network & knowledge
  10. 10. 11 Corporate Organization Chart Credicorp Corporation Banco de Crédito del Perú (BCP) Pacífico Seguros Banco de Crédito de Bolivia Atlantic Security Bank Panamá/Miami Credicorp Capital Prima AFP Chief Financial Office Chief Risk Office Chief Wholesale Bank Chief Retail Bank Chief Transformation Office Chief Information Technology PMO BCP’s PMO is a Corporate PMO. Our stakeholders are the Leaders of Credicorp Corporation. Mi Banco
  11. 11. 12 Factory Planning (12) LACE Lean Agile Center of Excellence (14*) Process improvement (6) Government (8) Capacity Agile (*) Include Agile Coaches Continues improvement Principle, Guidelines, Tools y Measurement PMO structure BCP Portfolios Portfolio Managers Project Managers Business Analyst Program Managers Corporation 04 12 55 19 25 Business Units Agile Project Managers PMO’s Headcount PMO’s team headcount155 Programs 10 Agile Coaches
  12. 12. 13PMO’s community and networking with all the units that participate in the delivery of the initiatives Project´s Portfolios IT units Product Owners / Users Leaders StakeholdersCorporation External entities Vendors Customer experience Other impacted units Projects Epics Strategic units The projects and epic/backlog (agile) are structured for teamwork, integrated with the business and other key positions. The objective of the PMO is to orchestrate all the actors and activities to achieve the objectives established in the project/epic (agile). Finance/Budget Procurement Legal Operational Risk Internal Audit EficiencySecurity
  13. 13. 14 PMO team’s training evolves… The PMO team´s specialization in methodologies and management competencies, leadership, negotiation, communication, and conflict resolution, represented a key factor for its accomplishments. Agile training Management 3.0, Certified Agile Leadership I, Kanban, SCRUM, ACP, Safe, Agile team Facilator, Product Owner, Business Analyst, Agile Mindset. 65 % Traditional training PMBOK, PMP workshop, PMP certification, PMP update, Excel. 23% Gartner, Febraban. Conferences 12% 20172016 Agile training Traditional training CIAB, Gartner, Visa Conferences 18 % 47% 36% Scrum Pmbok, PMP workshop, PMP Certification, PMP Update, Congreso PMI, Leadership, CBAP. 2015 Agile training Traditional Training Conferences 95% 3% 2 % Gartner Scrum, Lean & Kanban ITIL, COBIT, Risk Management, PMBOK, PMP workshop, PMP Certification, PMP Update, PMI Conference, Soft skills, CBAP.
  14. 14. 15 Talent Journey – Career path The talent journey is an average reference, it depends on the skills, competencies and experience of the person. Business Analyst Project Analyst Development Manager Program Manager Agile Project Manager Project Manager PMO Government & Process Supervisor Process Analyst Planning Analyst Junior Senior PMO’s Talent Journey – career especialization Portfolio Manager Product Owners PMO Government & Process design Manager Tribe Leader Business Unit Leader
  15. 15. 16 Benefits & Next steps
  16. 16. 17 Support the business to understand, evaluate, question and prioritize new initiatives proposed by the Business and Staff units. Increase the number of Projects/agile backlog aligned with the bank strategic objectives. QBR techniques Target: Strategic aligment STRATEGY MANAGEMENT EDUCATIO N Excellent service provided to BCP and the Corporation, in the implementation of strategic solution’s , with high customer value Communicate and analyze the portfolio’s health, allowing to manage changes in the strategy of Large Projects and facilitating agile teams to deliver, with adequate risk management Target: Portfolio Heath Share new trends of methodolgies, practices, tools that could be applied in BCP and the Corporation. Lead and actively participate in virtual Knowledge Communities: Agile Community Target: Dissemination of knowledge PMO’s benefits PEOPLE Improve team’s productivity Improve communication among team members (IT/Business), facilitating and encouraging collaborative work. Promote agile decisión making process. Target: Motivated and Committed team CUSTOMERS Increase the Customer Value and Satisfaction, with a customer-centric PMO Agile methodology Shorten time to market for new solutions, that generate incremental added value Target: Happy Customers
  17. 17. 18 Create a Technical Career Path Model. Raise the level of specialization in agility with new practices, tools and mindset (behaviors) in different roles. Specialization and Training Implementation of Agile at an Enterprise Level. Scope: Delivery Organization (20- 25% of the bank)  Tribes&Squads  COEs & Support Functions  OKRs/QBRs  DevSecOps Agile at scale Change Management of the Delivery Organization (transparent and timely communication). Change Management Next Steps (2018 – 2019)
  18. 18. 19 Banco de Crédito del Perú Lima – Perú Leader: Andrea Sánchez–Salazar Accolti–Gil Head of Portfolio and Agile Transformation

Editor's Notes

  • To give you a sense of the challenge that we were facing, let me say that Banco de Credito del Peru is a major regional player. We have over 6MM customer, we hold a 33% market share. We compete with major league teams as BBVA and Scotiabank.
  • 4 – Objetivos PMO (+/- 3 slides)
    Su misión, objetivos y servicios ofrecidos dentro de la Organización.
  • 2. Historia de la PMO (+/- 3 slides)
    Historia de la PMO desde su creación, sus transformaciones, hasta su hoy.
  • 3 – Estructura de la PMO (+/- 2 slides)
    Se presenta la estructura de la PMO, su personal y su relación con otras áreas de las Organización.
    No debe estar Scrum Master, sino Agile Coach, debe explicar que el Agile Coach que es un Agente de cambio para ayudar al proceso de transformación

    busc
  • 3 – Estructura de la PMO (+/- 2 slides)
    Se presenta la estructura de la PMO, su personal y su relación con otras áreas de las Organización.
    No debe estar Scrum Master, sino Agile Coach, debe explicar que el Agile Coach que es un Agente de cambio para ayudar al proceso de transformación

    busc
  • 3 – Estructura de la PMO (+/- 2 slides)
    Se presenta la estructura de la PMO, su personal y su relación con otras áreas de las Organización.
  • Incluir una cuarta bolita de talleres internos
  • 6 – Siguientes Pasos de la PMO (+/- 2 slides)

    Confirmar los próximos pasos sobre todo si el alcance será con Negocio en el caso de Gestión de Cambio
  • 81 personas de las dif personas de las dif divisiones de la organiz tienen conocimiento del Modelo OKR’s
  • ×