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BA and Beyond 18 - Peter Maeseele and Meritxell Chavigne Jorba - Going agile - A Euroclear case study

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This case study documents the early stages of an organisation going Agile, and how that impacts the BA community.

Euroclear still uses a waterfall approach for 80% of its application development, but is in the midst of a transformation towards Agile. It is a clear case of 'steering the oil tanker in a new direction’, facing all the complexities that come with a decentralised, partnered, off-shored model, in a heavily regulated industry (Financial Market Infrastructure).

We’ll share the many lessons we’ve learned along the way, focusing on how we fitted BAs into Scrum, and an initiative that aims to reduce the project initiation lead time by 50%. Expect a very concrete and actionable list of challenges, potential pitfalls, tips & tricks, and how we at Euroclear deal with them. We’ll cover process, knowledge management, change management, document reviews, tooling, etc.

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BA and Beyond 18 - Peter Maeseele and Meritxell Chavigne Jorba - Going agile - A Euroclear case study

  1. 1. PUBLIC Going Agile: A Euroclear Case Study Meritxell Chavigné Jorba Peter Maeseele 24 May 2018
  2. 2. PUBLIC European capital market security Euroclear At a Glance 2 Eurobond holdings Offshore Renminbi holdings € 28.6trillion assets held in custody for our clients € 733trillion In turnover 12% year-on-year growth 215 million Transactions processed 10% year-on-year growth All figures as of end December 2017 60% >50% 40%
  3. 3. PUBLIC Earning Our Reputation 3 AA+ Fitch AA Standard & Poor’s • Support an open marketplace where scale and connectivity across the spectrum of market participants are competitive strengths • Committed to investing to support market stability, deliver shared economies of scale and develop markets locally and globally. • Serve the public good by ensuring the efficiency of markets and actively enabling risk-reduction • Encourage a high performing culture that respects our corporate values through our diverse and dedicated work force worldwide Key requirements: • Regulatory compliance, leading to large ‘forced’ projects • Security
  4. 4. PUBLIC The Euroclear IT Environment • Broad spectrum of legacy & distributed technology ► COBOL & PL1 for mainframe development ► Mostly C# for distributed development • Development teams organised in multi-year Roadmaps ► Each Roadmap has a BA Team assigned (between 4 and 15 FTE) ► 120 BA in total • Development and Testing partly in India • Project Management is waterfall and PRINCE2 based ► Lots of planning and budgeting up-front, step-controlled process, role-based responsibilities, focus on outputs (deliverables) • Large and complex development projects & programmes 4
  5. 5. PUBLIC 5 struggle over roles & responsibilities one-size-fits-all BRD short handover period standard review process • EasyWay - a client user interface for communication and reporting. • Main triggers for choosing Scrum: ► The promise of faster delivery (product has to evolve rapidly) ► More focus on UX (rapid customer feedback required) ► General interest in proof testing a new method (curiosity)
  6. 6. PUBLIC 6 struggle over roles & responsibilities one-size-fits-all BRD short handover period standard review process continuous handover flexible roles Still need for up-front analysis: • Many stakeholders: Compliance & Ethics, Legal, Risk, Audit, DPO, Security, Service Manager, etc. • Interdependent legacy systems: features impact other teams • Business rules that require specialised knowledge • Development and testing teams in India do not have direct access to stakeholders, lack business knowledge
  7. 7. PUBLIC 7 struggle over roles & responsibilities one-size-fits-all BRD short handover period standard review process continuous handover flexible roles knowledge transfer 1 sprint ahead take responsibility shared ownership Need to provide ‘big-picture’ context: • Analysis toolbox with reusable analysis patterns and checklists (e.g. validation rules, SWIFT messages, BI reports, …) • Project level CARDI log (constraints, assumptions, risks, dependencies, issues) • We even define glossary items as new Wiki pages, and expand them as we evolve.
  8. 8. PUBLIC 8 struggle over roles & responsibilities one-size-fits-all BRD short handover period standard review process continuous handover flexible roles knowledge transfer 1 sprint ahead take responsibility shared ownership
  9. 9. PUBLIC 9 We still prefer a standard process and focus on tools Decisions are still gated by hierarchy The requirements level-of-detail has not decreased, maybe on the contrary. The ’definition of done‘ is contractually specified, in ever increasing detail Still much effort spent on up-front analysis to avoid having to correct later, we still think ‘failure’ rather than ‘learning’
  10. 10. PUBLIC 10 Multidisciplinary teams Sitting and working together Weekly sprints with common objectives Faster decision taking Face-to-face validation Continuous Improvement
  11. 11. PUBLIC Scrum is a method, agility is a mindset The core agile values scale up, and can be adapted to any situation Figure out what is useful for you, and discard the rest Adopting new values is not an end, but a starting point for continuous improvement, the journey is never over 11

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