1.
1
Case study
Marcel Miklúš
ScrumImpulz 2014

2.
Intesa Sanpaolo is the largest banking group in
Italy and one of the leading in the European scale
8. In Eurozone (market capitalization)
4,8 thousand of retail branches in Italy
and 1,4 thousand abroad
1. In Italy (15% market share on
loans and 17% on deposits)
11,1 mil. customers in Italy and 8,4
mil. customers abroad
*As of December 2013

3.
3
Banks of the group Intesa Sanpaolo
3
Pravex bank

4.
4
 Clients 1.2 mil
 Branches 237*
 POS 9201*
 ATM 573*
Employees ≈ 4000 (group)
VÚB as part of the group Intesa Sanpaolo
*As of December 2013

5.
IT development organization context
5
 IT development ≈ 150 FTEs
 Back End systems, Front End systems, DWH/BI, Package solutions, IT
architecture
 IT landscape ≈ 160 applications
 Complex architecture – more frameworks, platforms, technologies – Cobol, java,
.net, ESB, EDW, ODS, MDM,...
 We managed IT delivery in bank releases across
> 20 internal work teams splitted into > 50 roles (functional and technical)
> 35 3rd party solution vendors
> 200 tasks (projects, maintanance – different granularity and complexity)

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Complex cross teams delivery
Not unified usage of existing tools /process
A lot of information in different spreadsheets
Missing one source of truth
Time consuming reporting
Reactive mode
How ?
Focus on people and processes
 Demand management
 Delivery in bank releases including testing, task
management and deployment
Reuse existing tools in the bank and solve
missing GAPs
Continuous consolidation and improvements
Our challenges at the beginnig (2011)

7.
 We started from ourselves, we focus on area of our responsibility with
current staff, in parallel with all other activities
 We focus on IT transparency with agile tools / best practices –
improve of cross teams delivery and communication with business
How to improve IT?
TOP DOWN
Strategic approach
BOTTOM UP
Incremental IT improvement approach
Business strategy
direction
IT Strengths and
weaknesses
IT vision & strategy
IT Architectures
IT Transition Plan
ON-Going Planning
Process
Improved
scope
Improved
scope
IT Sourcing
Action plan
Main issues
identification
Quick wins
ON-Going
Improvements
PR
AG
M
ATIC
APPR
O
AC
H
Mobilize
people
1
2
3
5
6
7
8
5
4
3
2
1
Strategic approach VERSUS incremental IT improvement
IT Governance4

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Implementation Time and cost
Implementation approach
Main characteristics
• Implementation only selected missing
parts of Configuration management
• Simple, common solutions for whole
IT-DEV
• Change of corporate culture within
steering IT DEV
• Opend solution (described API) with
ability to customize by internal staff
(whithout special skills)
• Solution intended mainly on IT DEV
governance
• Solution de facto industry standard
• Solution possible enrich by third party
plugins (new functions)
• Dramaticaly lower price of licences
• Therefore solution is modular ,
implementation could be divide into
smaller and more controlled phases
• Risk of failure vs. cost is lower
How to solve missing GAPs in supporting tools ?
PR
AG
M
ATIC
APPR
O
AC
HImplementation of our requirements to open
source tool and integration with existing
bank tools for development platforms.
Implementation is based on agile principles
(proof-of-concept, incremental
implementations, regular feedback), we
are focusing on continuous improvements.
The preferred approach is to use as much as
possible the native tool features and
capabilities and to extend them using
existing plugins.
Thanks to this approach the required effort
for upgrades to higher version is very
low with minimal rework of implemented
customizations.

9.
Different process for different type of requirements
 Different types of requirements (e.g. incidents, maintenance changes,
projects) trigger different processes for IT delivery as shown below.
9

10.
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DEMAND Management Overview
 Demand Management
– All new requirements are captured and tracked in Idea tank
– IT provides “Indicative Offer” or participates on Project Feasibility Study
– Prioritization is executed across all bank divisions to address key bank
priorities and to cope with delivery capacity and schedule constraints
 Key meetings
– Demand Meeting - operational
□ Primarily IT Division-wide
□ Initiation of Indicative Offer activities
□ Capacity Balancing in case of spare ones ( new tasks to Release)
– Account Meeting - operational
□ All Bank divisions
□ Key “status” and operational meeting with involvement of Business
□ Management summary of current Release
□ Summary of new key tasks in Idea Tank
□ Priority alignment
– PPC (Project portfolio committee)
□ Key decision making body – scope, budget
□ Members: Management board and selected Board -1
 Tools support across all bank divisions ( not only IT )
– MS Sharepoint as collaboration platform
– DEMAND as requirements management and consolidated delivery
management tool, including approval workflow
IDEA TANK
PPC
APPROVAL

11.
Whole SDLC process overview
 The demand management follows a structured approach broken down by
activities as shown below integrated with other SDLC processes.
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12.
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Demand Management – Reporting overview
Demand Management tool

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Release management Overview
 Elements involved
– Detailed Release planning - all logical dependencies within and between tasks, time and resources dependencies
– Consolidated delivery management and reporting, including escalation management
– Centrally managed testing
– Centrally managed deployment
– Release Budget Management
 Tools Support
– DEMAND tool - consolidated delivery management tool, including approval workflow
– JIRA – detailed tasks and test management, including management dashboards
– MS Excel based consolidated Dashboard style reporting
Objective:
Ensure tasks approved by
PPC get delivered!

14.
Release management – Reporting structure 1/2
General dashboard
count of tasks,
progress, issues,
effort needed, risk
tasks, utilization
of roles,
Progress in time
available
capacity, scope in
projects and
maintenance,
time tracking
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waiting (nič vykázané)
in progress
finished (stav Zrealizované)
Objem úloh 6 618
% splnenia TimeTracks / stavy úloh
Semafor Červený / Žltý
Rizikové úlohy 164 5% 67 3% 205 25% počet úloh / v MD a %
Preťažené role počet rolí / sumár MD
Nevyťažené role počet rolí / sumár MD17 406
23 -500
5 2 7
0%77% 14% 69% 38%0%
00 0 0 0 0
Iterácia 2
3 562 54% 2 224 34% 832 13%
0
41
0
0
27
0
Počet úloh
R47 R48 R49
138 41 27
0
119
19

15.
Release management – Reporting structure 2/2
Content of changes
canceled / added
tasks, change in
estimations,
urgent tasks
Risk tasks
no business
requirements
(BRD), insufficient
BRD, pure
allocation of
capacities for
projects
15

16.
Task management in teams
IT tasks planning in shorter
time cycles (sprints).
Consolidated reporting (one
data source for all
reporting).
Higher quality of data in tool
related to task granularity
(one task per person) and
strict time tracking.
One tool for task management
and test management.
Team management evolution
and know how sharing.
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17.
Actual status of implementation
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Benefits
 One source of data for all teams, project managers, line managers available online.
 Unified Tests and Defects management across multiple projects (SEPA, ...) incl. external
vendors.
 Reduce wasted time of Developers and Analytics for the Explanations and Meetings - Focus
on Delivery.
 Reduction of mail communication – all communication track is in tool with history.
 Switch from reactive to proactive approach in delivery management.
 Reduce administration, one tool for development Life Cycle, Reduce Time consuming
Reports.
Low Operating Cost vs number of users:
 850 Users (incl. 300 business users, external resources and vendors).
 Managed in 6 months:
– 35.000+ Test cases and 5000+ Defects
– 5000+ Tasks per persons in 6 months
 In peaks 300 parallel sessions.
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Thank you 