Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Scrum and Compliance for Scrum Gathering Vegas (2013)

538 views

Published on

Published in: Technology
  • Be the first to comment

  • Be the first to like this

Scrum and Compliance for Scrum Gathering Vegas (2013)

  1. 1. 1 Copyright ©2013 CollabNet, Inc. All Rights Reserved.ENTERPRISE CLOUD DEVELOPMENTMaking Scrum Work in RegulatedIndustriesLaszlo SzalvayVP Worldwide Scrum BusinessVersion 7.0 (04 May 2013)
  2. 2. 2 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Compliance is Top of MindTo become a mainstream methodology, Agile had toovercome many potential obstacles. The first wasgeography…One of today’s most daunting obstacles iscompliance, often bringing heavyweight documentation,required procedures that are very waterfall-ish, complexapproval workflows, and complicated approval processes.July 2011Forrester Research, Inc.“Compliance Is A Hurdle, Not A Barrier, To Agile”Tom Grant, PhD“”
  3. 3. 3 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Quotes from GovtAgile is not just a method or a process, it’s a way of being. You don’t doAgile. You are Agile. The FBI has arranged to load their ScrumMaster toother teams to get them trained. Increased Transparency has keptstakeholders in sync. Further, stakeholders would modify their expectations,based on the increased visibility of the process.Jack Israel, CTO FBIWith no significant bugs reported…operation nearly flawless – a stunningand an unpredicted success. What are the implications for failing ITprograms across government?Roger Baker, CIO VA“”
  4. 4. 4 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Agenda1. Market Overview2. How do your teams wantto work?3. Problem Statement4. Hands on Exercise5. Case Study6. BYO Org Patterns7. Closinghttp://bit.ly/SWAwlH
  5. 5. 5 Copyright ©2013 CollabNet, Inc. All Rights Reserved.market trends0%5%10%15%20%25%30%35%40%RegulatedUnregulatedSource: Forrester/Dr. Dobb’s Global Developer Technographics® Survey, Q3 2010
  6. 6. 6 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Your developers want to collaborate and be part of a communityInner-source (Corporate Open Source)– Transparency (breeds trust which drives reuse)– Workspaces and Wikis (Federated)How does your team want to work?Ward CunninghamInventor of the WikiSent to Laz via LinkedIn in March 2013Wiki is the oldest and simplest softwarethat lets a community of strangers worktogether to build something ofsurprising and lasting value.“”
  7. 7. 7 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Building a Community ArchitectureBoth Quotes from this slide come from:July 2011Forrester Research, Inc.“App Dev Teams Dispel The Compliance Boogeyman”Tom Grant, PhDThe real difference between developers in themost regulated and less-regulated industrieslies in their reasons for contributing to opensource…developers in more-regulated teamssee open source as an outlet for what theymay not get from a more-regimentedworkplace: opportunities for collaborationand a personal sense of accomplishment.“”30% of developers whowork in regulatedindustries contribute toopen source projectsduring their free time.“”
  8. 8. 8 Copyright ©2013 CollabNet, Inc. All Rights Reserved.”Thought Leader Perspective2009TED ConferenceDan Pink“These lessons are worthrepeating, and if morecompanies feelemboldened to follow Mr.Pinks advice, then so muchthe better.”Wall Street Journal“Pink is rapidly acquiringinternational guru status…He is an engagingwriter, who challenges andprovokes.”Financial TimesIn Drive, Dan Pink examines the threeelements of true motivation—Autonomy overtime, task, team, technique led to 20%time at some of the most innovativecompanies in the world.“
  9. 9. 9 Copyright ©2013 CollabNet, Inc. All Rights Reserved.How we want to work vs. How we have to workvs.http://bit.ly/VMaMHuhttp://bit.ly/X9xvwD
  10. 10. 10 Copyright ©2013 CollabNet, Inc. All Rights Reserved.10 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Problem SpaceCan values from Scrum and Open Source workwithin a Heavily Regulated Industry?
  11. 11. 11 Copyright ©2013 CollabNet, Inc. All Rights Reserved.• Ever changing• More scrutiny due to Sept 2008 crash and general‘anger’ at Wall Street (e.g. Occupy Movement)• Many faces, although for financial verticalSingapore is emerging as a leader (strategic)• Not familiar with internal corporate vernacular,culture, or even software developmentCompliance is complex
  12. 12. 12 Copyright ©2013 CollabNet, Inc. All Rights Reserved.• Singapore sees compliance as a strategic differentiator andSingaporeans have taken a very taken a very hard positionwithin the banking industry. As such, they are now seenas the international standard.• Complex set of cross-border rules that canbe contradictory, incomplete, or vague• Have seen this in other industries (e.g. Postal)– Customs is where the most senior peoplefrom DHL, FedEx, UPS sitSingapore – emerging standard
  13. 13. 13 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Visual Problem Statement• 6 cross functional teams of 8 people(split between NJ, Silicon Valley and Kiev)• 2 Backlogs• 6 Product Owners, 1 Uber - PO(based in London)• 2 Compliance Officer(based in Singapore and NYC)• 2 external compliance mandates(overlapping jurisdictions, e,g, MASand FSOC) Uber PO ComplianceOfficersDev Teams
  14. 14. 14 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Drill DownDec 2011Compliance Doesnt Have to Be Painful for BanksBank Systems & TechnologyBryan Yurcan“”Undoubtedly, the Dodd-Frank bill has driven the biggestrisk management changes for banks; Dodd-Frank’s2,300-plus pages contain hundreds of new rules andspell out dozens of studies and reports that regulatorsare required to conduct. But many of the law’s newregulations have yet to be implemented or, in somecases, still remain undefined. And many of the newrules dont have a set implementation date.
  15. 15. 15 Copyright ©2013 CollabNet, Inc. All Rights Reserved.• Agility and Compliance not only co-existbut thrive when used together• What is interesting and worth pointingout as a paradox is that compliance isseen as a negative. Yet companies thatinvest in process regardless ofgovernment requirements are always thebetter and more profitable organizations.Our BHAG (big hairy audacious goal)
  16. 16. 16 Copyright ©2013 CollabNet, Inc. All Rights Reserved.16 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Exercise #1
  17. 17. 17 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Please read scenarios and discuss(12 mins)Exercise: Navigate Amorphous Compliance Issue
  18. 18. 18 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Feedback(6 mins)Exercise: Navigate Amorphous Compliance Issue
  19. 19. 19 Copyright ©2013 CollabNet, Inc. All Rights Reserved.19 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Case Study
  20. 20. 20 Copyright ©2013 CollabNet, Inc. All Rights Reserved.• On Feb 24, options market maker Ronin Capital injected more than 30,000mispriced quotes into the NYSE Amex exchange. (http://bit.ly/Vsgdih)• On March 23, the BATS Exchange, handling its own IPO traffic on top ofother traffic, crashed. (http://bit.ly/Vsgdih)• On May 18, the Facebook IPO had many orders stalled and not executedon the NASDAQ exchange. The Union Bank of Switzerland, alone, lostmore than $350 Million, and curiously Knight Capital lost $35.4 Millionin this incident.• On August 1, the Knight Capital Group lost $440 Million byflooding the NYSE with bad orders. (more to follow below)Case Studies from 2013List taken from: http://bit.ly/VMqwu2
  21. 21. 21 Copyright ©2013 CollabNet, Inc. All Rights Reserved.21 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Organizational PatternsWhat are we seeing to help us down this pathway?
  22. 22. 22 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Organizational PatternsOption One(a) Bring in external complianceissues through work items in thebacklogRisks:Most external compliance mandatesresult in changes to workflow notwork items
  23. 23. 23 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Organizational PatternsOption Two(a) Automate Changes usingworkflow automation tools andTeam picks up changes passively.Risks:Give up on the notion of TeamLearning (this can be seen by theteam as anti-agile)
  24. 24. 24 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Organizational PatternsUse the Retrospective Meeting tointroduce evolutionary changes toprocess. In this case, use the retroto introduce new compliancerequirements into workflow and thebacklog.Option Three(a) “Mandate changes” from theUber PO and Compliance OfficerRisks:What team self-organization?http://bit.ly/UvpGmk
  25. 25. 25 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Organizational IssuesUse the Retrospective Meeting to introduceevolutionary changes to process. In thiscase, use the retro to introduce newcompliance requirements into workflow andthe backlog.Option Four:(a) Let the teams roll out their own, usingpotentially disastrous self discovery /learning exercisesRisksHuge financial lossesKnight Capital’s stock dropped morethan 24% Monday to close at $3.07following the announcement of thedeal [rescue package]. The newinvestment will severely cut into thevalue of existing shareholders’ stakes.http://cnnmon.ie/XKAhqZ
  26. 26. 26 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Organizational IssuesCombo ApproachOption Five:(a) Designate Compliance SME on each team, born fromQ/A who coordinates around workflow with the CCOoffice(b) Introduce governance standards that are rolled out atthe program level which are digested / constructed /deconstructed in the retro meeting meaningevolutionary changes to existing workflow and processRisksNeed to grow many compliance SMEsLanguage barriers can be an issue
  27. 27. 27 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Build Your OwnOrganizational PatternUse the handout to uncover your own pattern (15 mins)Exercise: Build Your Own Organizational Pattern
  28. 28. 28 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Build Your OwnOrganizational PatternShare with the group (10 mins)Exercise: Build Your Own Organizational Pattern
  29. 29. 29 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Submit your Organizational Patterns to:http://ScrumAndCompliance.com/http://bit.ly/XKG0Pi (FBI Case Study)Become the community
  30. 30. 30 Copyright ©2013 CollabNet, Inc. All Rights Reserved.Previous Solution CollabNetSolution CostThree Times More Cost-EffectiveBenefits• Less complicated• More graceful• Easier to administer• Easier to train and useSource: Business Trends QuarterlyInstead of a one-size-fits-all solution, wecould, for more risk-averse platforms, havea thicker process with more controls; andfor platforms that needed to be moreagile, we could have a more agile process.Brian RobersonPrincipalBarclay’s Global Investors
  31. 31. 31 Copyright ©2013 CollabNet, Inc. All Rights Reserved.31 Copyright ©2013 CollabNet, Inc. All Rights Reserved.© 2013 CollabNet, Inc., All rights reserved. CollabNet is atrademark or registered trademark of CollabNet Inc., in the USand other countries. All other trademarks, brand names, orproduct names belong to their respective holders.Laszlo SzalvayVP Worldwide Scrum BusinessLaz@collab.nethttps://twitter.com/#!/ewok_bbq+1-971-506-7862http://www.linkedin.com/in/laszloszalvay

×