1. 1
Banco de
Crédito del Perú
Lima – Perú
Leader: Andrea Sánchez–Salazar
Head of Portfolio and Agile Transformation

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
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. 5
BCP’s PMO evolution

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. 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. 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. 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. 10
BCP’s PMO
organization,
network &
knowledge

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. 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. 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. 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. 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. 16
Benefits & Next steps

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. 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. 19
Banco de
Crédito del Perú
Lima – Perú
Leader: Andrea Sánchez–Salazar Accolti–Gil
Head of Portfolio and Agile Transformation