A Model for Rapid, Repeatable, Predictable Delivery

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www.corecomconsulting.co.uk
“Rapid, repeatable and predictable delivery”

A model for rapid, repeatable and predictable delivery

3
A model for rapid, predictable and repeatable
delivery
A collaboration between Glenn Crossley of Hitachi
Capital and Infinity Works Consulting

Presenters
Glenn Crossley Tom Walton Gary Green
Head of IT Delivery -
Hitachi Capital
Over a million individuals
and businesses across
the UK trust us to provide
innovative financial
solutions
Founder & Director -
Infinity Works Consulting
Agile, DevOps delivery,
consulting and training
Principal Consultant -
Infinity Works Consulting
Leader of Infinity Works
delivery community of
practice
3www.corecomconsulting.co.uk

Understand your domain
Business Model Canvas
IT Estate
5
Key Partners Key Activities
Key Resources
Value Propositions Customer Relationships
Channels
Customer Segments
Cost Structure Revenue Streams
Business Model Canvas Example:
Physical
Infrastructure
Loan Assets
Cash
Telephone
Internet
Channel Costs
JV Interest
Expenses
Interest Income Fee IncomeBrand Promotion
Sub Prime
CustomersTechnology
Vendor:
LoanPlat Alpha
Data Vendor:
Experian
Regulatory
Agency:
FCA
Data Vendor:
Callcredit
Call Centre
Operations
Business
Operations
IT Operations
Risk
Compliance
Marketing
Finance
HR
Debt Consolidation
(Personal Loan Product -
Higher interest rates)
Automation
(through Self-Service
where possible)

Understand your domain
Business Model Canvas
IT Estate
6
IT ESTATE Example:

Customer Insight
(Segmentation, Personas, etc.)
Internal Insight
(KPIs, MI, etc.)
Idea Generation
The Daily News
BREXIT
Job Losses Expected!
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amet, est et lucilius
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urbanitas efficiendi no. Cu
pro vide viderer erroribus,
vel an dicam vidisse
postulant.
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postulant.
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postulant.
XX
External Insight
(PESTLE, Competitor Analysis,
Industry Insight, etc.)
Operating Costs
Default Rates
Time
Profit
Business Insight Example:
Idea !
I ve seen something cool
I wonder if we
could use it here?
Product OwnerIT
Persona – Mercedes
Mercedes
Lorem ipsum dolor sit amet,
est et lucilius definiebas
reprimique, ius dico suas
vituperata te.
Likes
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suas vituperata te. In diceret gubergren nec. Eos choro eruditi erroribus
id, eos mucius urbanitas efficiendi no.Cu pro vide viderer erroribus, vel an
dicam vidisse postulant.
Ut justo falli qui, ex dicit vocent cum, solum antiopam ex eam. Mea
populo comprehensam ea, mea suscipit explicari efficiantur at. Ea qui
movet ceteros, no cum dico veniam impetus.Ex per mazim bonorum,
homero feugiat quo an. Ex sea prompta gloriatur, quo ex choro oporteat.
Value: £££££
Persona – Chardonnay
Chardonnay
vituperata te.
Likes
Ut justo falli qui, ex dicit vocent cum, solum antiopam ex eam. Mea
populo comprehensam ea, mea suscipit explicari efficiantur at. Ea qui
movet ceteros, no cum dico veniam impetus.Ex per mazim bonorum,
homero feugiat quo an. Ex sea prompta gloriatur, quo ex choro oporteat.
Value: £££
Persona – Barry
Barry
vituperata te.
Likes
Value: £
Gather Insight
Industry insight
Outside world (PESTLE)
Internal metrics (costs,
turnover, margin, waste)
Generate new ideas

Vision
Missions
Objectives
Strategies
Tactics
The future for us is a place where we are a sustainable, and profitable loans provider which operates within the UK and Ireland.
We have the foundations in place to scale rapidly so that we can react to opportunities as they present themselves.
Create a lean, customer centric organisation
 Increase Net Promoter Score
 Increase Customer feedback
 Reduce Call centre waiting times
 Increase Staff feedback / engagement scores
 Reduce Cost Per Loan
 Reduce Staff Costs
 Increase speed of delivery (idea to live)
Focus On
Improving Customer
Touch Points
VMOST Mission Board Example:
Strategic direction for a loans provider
Diversify to offer loans to near-prime customers
 Increase Volume of Business
 Increase Number of Customers
 Increase Customer Margin
 Reduce number of defaulting loans (bad debt)
Focus On
The Technology
Future-proof the current IT estate
 Reduce TTD / TTR levels for live issues
 Reduce platform costs
 Reduce partner on boarding time
Focus On
Partner Integration
Focus On
Reducing Overheads
Focus On
The Team
Focus On
The needs of the new
customer base
Focus On
Go-Live
(Near Prime Brand)
Focus On
Business Integration
Online capability
to chat to CSA
Re-train current
CSA staff in
livechat
Responsive My
Account site for
people with loans
New HR Portal
Org Design
Training for
Line Managers
Responsive Loans
App
(Get a Quote)
Train Devs in
Responsive
coding
techniques
Hire Team
TV Marketing
Campaign
Change financial
reporting process
MI Data Mart
Scale current
Infrastructure
DR Process
Build new
platform
Document &
circulate On
Boarding process
White Label
Product
Ben:
150
Cost:
100
Ben:
250
Cost:
125
Ben:
50
Cost:
250
Ben:
200
Cost:
125
Impact:
25%
Cost:
£2m
Impact:
10%
(SMT-1)
Ben:
1,000
Cost:
450
Ben:
40
Cost:
50
Ben:
500
Cost:
1,000
Ben:
1,000
Cost:
400
Budget – Squad Points
Assumes: 1 Squad = approx. £1m per year
1 point = £2k
500 points = £1m = 1 Squad per year
x3 squads = 1500 points to spend
Tech Debt – Delivered by squad so measured in Squad
points (cost / benefit)
Deliverables – Delivered by squad so measured in
Squad points (cost / benefit)
Marketing / Comms Changes – cost measured in
financial cost to org
People / Process / Org Changes – cost measured in %
impact to productivity
VMOST
Understand your Vision,
Mission, Objectives,
Strategies and Tactics
(VMOST)
VROM estimates
VROM benefits
8
http://www.vmost.tools/

Mission1:Createalean/
customercentricorg
Mission2:Offerloanstonear-
primecustomers
Mission3:Future
prooftheITestate
Improve Customer
Touchpoints
Reduce Overheads
The Team
New Customer Base
Go-Live with the new
brand
Business Integration
The Tech
Partner Integration
VMOST Mission Planner Example:
Strategic direction for a loans provider (future plan)
Ben:
Cost:
Ben:
Cost:
Ben:
Cost:
Ben:
Cost:
Ben:
Cost:
Ben:
Cost:
Ben:
Cost:
Ben:
Cost:
Dependancies
Non Strategic
(JDFI)
DEC JAN FEB MAR APR
Powercurve
Integration
MAY JUN JUL AUG SEPT OCT NOV
Online Chat with CSA
Responsive My Account Site New HR Portal
Responsive Quote Generation
MI Data Mart
Infrastructure
Scalability
Fixes
White Label Product c/fwd to end of Jan ...)
Squad 2
Squad 1
Squad 3
Org Design
Training 1
for Line
Managers
Train Devs
in
responsive
coding
DR
Process
Marketing
Campaign
Partner
Integration
Training 2
for Line
Managers
Other Tactics
Change Reporting
Process
Hire
Team
TV
Marketing
Campaign
Livechat
Training
VMOST Mission Planner
Based on standard
squad size and
indicative budget
Based on prioritised
tactics within Missions,
mapped to expected
capacity
9
http://www.vmost.tools/

Squad1Squad2Squad3
Discovery Seed Funding Inception Funding
Construction
& Elaboration
Transition Validation Done
Responsive Loans
App
New Loans
White Label
Product
MI Data Mart
Response My
Account Loans Site
Online Live Chat
with CSA
Infrastructure
Tactical Fix Project
Programme Board Example:
Status of current (in-flight) work
Marketing Changes
Tech Debt – Delivered by squad so measured in Squad
points (cost / benefit)
Deliverables – Delivered by squad so measured in
Squad points (cost / benefit)
Marketing / Comms Changes – cost measured in
financial cost to org
People / Process / Org Changes – cost measured in %
impact to productivity
Build a Programme View
Simplification of VMOST
Planner
Map tactics to expected
Squads
Utilise VROM estimates
mapped to standard
Squad indicative capacity

Problems &
Opportunities
Inception Elaboration & Construction
Transition &
Evolution
EstimateVariability
4x
2x
1.5x
1.25x
1x
.8x
.67x
.5x
.25x
Phase
2 - 4x 2 - 1.5x – 1.25x
Themes, Epics and initial story
set known, as is the team, the
tech stack and approach.
Estimate variability further
reduced at a relatively low cost.
Understand estimate accuracy
At tactic level we can
be wrong by as much
as 400%
We use low cost
phase gates to get
closer to real cost
and real benefits

Discovery Inception
Elaboration & Construction Transition
EvolutionAlpha Iterative Beta Delivery
Risk
Operating Cost
Use small team to reduce risk
Initial two phases are to
reduce risks and
increase predictability of
costs and benefits
Consider prototypes and
POCs to de-risk scope
and technology

Why:
Who:
How:
What:
Idea (From VMOST):
If we Build a responsive My Loans website that gives people self service functionality
Then we will reduce costs as customers will not call the contact centre as much
Reduce number of calls that go through the contact centre
(both inbound & outbound)
New Applicants Active Customers
(single and multiple loans)
Defaulting Customers Outbound CSA
Offer support
during application
process
Simplify the
application
process
Update Details Manage Active
Loan(s)
Make debt
recovery process
easier
Upsell loans to
existing customers
Live Chat How To
Guides
Pre-
Populate
Data
Integrate data with
Comparison sites (i.e.
Money Supermarket)
Re-design
Application
Flow
Mobile
IVR
Web
Self Service
Account
Management
Historical Data
Mine (MI)
Address
Change
Name
Change
Contact Details
Change
Manage Loan
Details
Change
Payment
Details
Change
Payment
Date
View
Statement(s)
Make
Payment
Ad-hoc
Payment
Settle
Loan
Auto-email
functionality
Integrate with
debt recovery
companies
Targeted
Marketing
messages
Concept Scope
This functionality equates to 52% of all
calls that pass through the contact
centre
Auto
Payment
Holidays
Full Scope
All functionality would equate to 70%
of all calls that pass through the
contact centre
Additional Benefit
This functionality could equate to
c. £500k per year in additional
revenue
Impact Map a Tactic
Why, Who, How, What
Helps us understand the
product users, the
activities they need to
perform and how they
perform them
High-level scoping
exercise

How will our customers know that we have delivered what they need?
E-mail marketing campaign will be needed to inform customers
that the functionality is available.
It is expected that this will be a multi stage messaging campaign.
i.e.
1) functionality is coming
2) functionality is here
3) why aren t you using the functionality
4) etc.
Single sentence explaining what the idea is. Format: If We Then
If we Build a responsive My Loans website that gives people self service functionality
Then we will reduce costs as customers will not call the contact centre as much
Name of the person who takes on responsibility for the idea and will
push it through.
Bob Smith
(Customer) Demographics
Who do we want to target with this idea?
Customers with 1+ loans
Customers who use Apple Mobile Devices
Who do we want to avoid / exclude from this idea?
New Applicants (those without a loan)
Fraudulent Customers
Business Driver
What do we hope to get out of this?
Reduction in calls to contact centre (41%)
Increase in upsell to customers with only
one loan (10%)
Whyshould we do it now?
Decrease in value of pound means that our
monthly offshore contact centre costs have
gone up by 30%
Plans are in place for next FY to scale
business by moving into the near prime
market.
Reasons for Confidence in the Idea:
Why do we (internally) think that it will give us what we expect?
80% of customers who call the Contact Centre use an IOS device
52% of all monthly calls to the contact centre are to manage basic account functions
Why will our targeted customers think this is a good idea?
1) Call answering / issue resolution time is in top 3 of complaints logged.
2) The ability to self serv on basic account functions has been top of our customer
feedback survey for last 8 months.
Approach / Solution
What are we going to do / build / change? Can it be delivered in phases?
IOS native app that lets the user:
- manage account details (address, etc.)
- manage payment details (payment method, direct debit date, etc.)
- make a payment (single payment / settle loan)
The app will also contain banners / upsell promotions that will be tailored to the individual users (ie different users will see different
banners based on their borrowed amount / APR rates / etc.)
Post Launch
What does success look like for this project?
What are the metrics we need to think about during delivery?
Project delivers agreed scope
Multiple releases (MVP, R1, etc.) used to deliver the project
What will we do to Test & Optimise the delivered functionality?
Design / look and feel of upsell banners
Location of upsell banners within the app
Business idea Idea Owner / Sponser
There are 3 options available to us after delivery – Evolve the idea and build on it, 2)Remove
the functionality or 3) Leave it and pivot onto the next idea. What will make us choose 1,2 or 3?
Evolve reduction in calls,
>8% increase in upsell
Pivot - reduction in calls &
0.1 - 8% increase in upsell
Rollback... <2% reduction in contact centre calls &
<0.1% increase in upsell
What touch points / impact will it have on existing business functions? Do we need any new
capabilities?
Impact on Contact Centre
- Head count
- Office Space
Will need for mobile device strategy / policies
Will need to consider app store brand presence (reviews, etc.)
Provides an increase in customer analytics (in app behaviours)
Success
Evolve / Roll Back / Pivot
Business Impact
MVT / Optimisation
Marketing
Pros
Paper prototypes had 78% acceptance
amongst IOS users
Cons
1) Limited (but some) IOS development
experience in Team
2) Complicated App Store submission process
Questions / Concerns
Future support (how do we support the
next version of IOS / device / screen
resolution / etc.)
Concept Card Example:
Native IOS my account app for a loans provider
Concept Card
Help everyone
understand the problem
/ opportunity
Customers, Business
Drivers, Confidence,
concept and post-launch
activities

Risk Management
Finance
Collections
Business Capability Heat Map Example:
HR & Facilities Product OperationsTechnology
Product Development Marketing Sales Customer Service
Primary Business Capabilities / Value Chain
Secondary Business Capabilities
Recruitment
Starters /
Movers /
Leavers
Training &
Development
Performance
Management
Web TV
Radio Print
Social Media E-mail
Telephone
Support
Postal Support
E-mail Support Chat Support
High Value
Customer
Support
Document
Storage
Debt
Collection
Fraud
Management
Building
management
Equipment
Management
Support /
Service Desk
Technology
Procurement
MI Invoicing
Customer
Segmentation
Strategy
Delivery
Business
Insight
Ideation
Product
Optimization
Retail Client
Onboarding
Retail Client
Management
Security & Compliance Leadership
Content
Management
Transaction
Management
Corporate
Responsibility
Group
Alignment
Shareholder
Management
PCI Compliance
Treating
Customers Fairly
FCA Compliance
Data Security
Management
Payroll
Management
Procurement
Expenses
Management
Health & Safety
Employee
Satisfaction &
Engagement
...
...
...
Business Architecture Component Changes
Changes to existing
Removal of existing
New
Mobile Device
Strategy
External
Analysis
Social Media
Support
System / Ops
Monitoring
Application
Management
Corporate Risk
Management
KYC
Create products that interest the customer... Offer them to the customer... Facilitate customer purchase of the products... Manage our risk levels ... Collect Revenue...
Payment
Processing
Support the customer
Contract
Management
Decision
Processing
Understand the impact on Business Capabilities
Visualise the impact on
the business processes,
organisation, etc.

Responsive Front End
Web Mobile IVR
Payment Service
Application Logic
Decisioning
Engine Service
Marketing CRM
Service
Current Web
Front End
IQ Data
Payment Provider 1
Payment Provider 2
Mobile Gateway
IVR Service
Bureau Feed 1
Bureau Feed 2
Internet
Networks
...
...
...
Changes to existing
Removal of existing
New
Design Passport Components
Customer
Scale?
Scale?
Scale?
Scale?
API
API
API
API
Size = 350 Points
Complexity = High
Confidence = K Medium
Size = 200 Points
Complexity = Medium
Confidence = J High
Responsive mobile site
(Original VMOST Tactic)
IOS native app only
(Replaces Responsive Front End)
1 2
Implementation Options
Design Passport Example:
Native IOS App
1 2
Understand the technical impact
Initial model of how
this product is likely to
change the IT
architecture
High-level initial
architecture

Consider paper or lo-fi prototypes
Paper prototypes,
whiteboards
Consider doing this with
friendly customers &
suppliers, they are who we
really need to support

Key to the types of work items:
My Loans
(Native App)
Project Mapping Example:
My Account functionality for a loans provider
Project
Theme
Epic
Story / Bug / Spike / Tech Debt
FrameworkReports
System
Access
Account
Loan(s)
Static
Content
Phase 0
(Setup Tasks)
Site Structure
App Deployment
Login
(Basic)
Login
(Enhanced)
Registration
View Account
DetailsUpdate
Account DetailsMarketing
Preferences
Settle Loan
Update
Direct Debit
Info
Make
Payment
Statements
(Enhanced)
Statements
(Basic)
Static Pages
Tailored
Banners
Banners
(Basic)
MI ReportsUsage Reports
Set Up Test
Environment
Set Up Dev
Environment
Set Up Test Data
Create Grid
Site Footer
Site Header
Download
Report
App Usage Report
Deployment
Mechanism
Login
Logged In Header Bar
Logout
Forgotten Password
Captcha
LDAP Integration
Remember Me
Find Account
Register
(Set Password)
View Personal Details
View Contact Details
View Address
Change
Surname
Change
Address
Change
Contact Details
Update
Preferences
View Current
Preferences
Settle Loan
Get Settlement
Quote
Change
Payment Date
Change Card
Make Late
Payment
Make ad-hoc
Payment
Show last 6 statements
Find Statement
Show Current
Statement (Balance)
Export Statement
Auto Display rules
(AB Testing)
Tailored Offers
Banner
Time Critical Offers
Banner
Cross Sell Banner on
Home Page
Cross Sell Banner on
Statement
Contact Us Page
Help Pages
T&Cs Page
Map out the scope
Initially identify the key
product areas (Themes)
Break down into
candidate strategic steps
to build them
incrementally (Epics)
Prioritise Epics and
decompose into
deliverable items
(Stories)

Month
Capacity
Epics
Depend-
encies
JUL
Capacity: 72 days
Holidays, etc.: 6 days
Available (estimate): 66 days
JUN
Capacity: 72 days
MAY
Capacity: 72 days
APR
Capacity: 72 days
MAR
Capacity: 72 days
FEB
Capacity: 72 days
JAN
Capacity: 72 days
Launch Tasks
DEC
Capacity: 72 days
Epic Board Example:
Release 2
I Can Update DD details / view
all statements / see promo
banners
Bugs (Placeholder)
Enhanced Banners
Launch Tasks
MI Reports
Launch Tasks
XS J S J
Release 4
I Can view detailed MI Reports
Release 3
I Can see tailored promo
banners
Registration
Enhanced
Statements
Marketing
Preferences
Basic Banners
Update Direct
Debit Details
Settle Loan
Launch Tasks
Bugs Placeholder
Usage Reports
Release 1
I Can Make an ad-hoc
payment / settle myloan
Launch Tasks
Make Payment
Bugs Placeholder
Enhanced Login
MVP
I Can login / view statement /
view and update my account
details
Basic Statements
Update Account
Details
Static Pages
App Deployment
Mechanism
View Account
Details
Phase 0 –
Set up Tasks
Basic Login
Site Structure
Framework
S J
S J
S J S K
S J
S K
L LXS J
XL L
XL J
L LL J
M L
S K
L L
L K
L J
M J
L KM K
L J
M J
M J
M J
L J Estimation Calculation Table (Days)
Complexity
T-Shirt
XS 1 3
S 6 8
M 11 13
L 16 18
XL 21 25
5
10
15
20
30
10% Call Reduction
23% Call Reduction
8% Call Reduction
3% Increase in upsell
7% increase in upsell
Bugs / Fixes
Deliverables
(Strategic)
Releases
Other work
(Non – Strategic)
Technical
Enabler / Debt
Key:
Build and Epic Board
Plot Epic delivery by
month
Based on Epic ROM
estimates and
estimated Squad
capacity
Revise once true
capacity has been
evidenced

MVP
I Can
 Login
 View a statement
 View my account
 Update my account
details
(On an IOS device)
Release 1
I Can
 Make a payment
 Settle my loan
(On an IOS device)
Release 2
I Can
 Update my payment
details
 View all statements
 See basic promo
banners
(On an IOS device)
Release 3
I Can
 See tailored / personal
promo banners
(On an IOS device)
Release 4
I Can
 View detailed MI
reports
– weeks – weeks – weeks 2 - 3 weeks 1 - 2 weeks
23% call
reduction
10% call
reduction
8% call
reduction
- -
- -
3% increase
in upsell
7% increase
in Upsell
-
Release Proposition Example:
Benefits
– weeks – weeks 16 - 21 weeks 18 - 24 weeks 19 - 26 weeks
23%
Reduction
33%
Reduction
41%
Reduction
41%
Reduction
41%
Reduction
3% Upsell 10% Upsell 10% Upsell
Timeline
Build a release plan
An initial view of
how Epics might be
delivered via
incremental
releases
More predictive on
the left
The right is more
open as plan may
change

Marketing Business Other
£25k n/a n/a
Cost Statement:
ProposedCurrent
Cost Benefit
Squad Cost
Business Analyst
Project Manager
Scrum Master
Tech Lead
Developer
Tester
Dev-ops
BI Analyst
x 0.5
x 0.5
x 0.5
x 0.5
Rate Card
Role
Daily Rate
(£)
Business Analyst
Project Manager
Scrum Master
Tech Lead
Developer
Tester
Dev-ops
BI Analyst
400
540
540
665
445
320
445
420
x 4
x 2
x 0.5
x 0.5
Role Quantity
Daily Total
(£)
Monthly Total
(£)
200
270
270
332.50
1780
640
222.50
210
3,600
4,860
4,860
5,985
32,040
11,520
4,005
3,780
Squad Total 3,925 70,650
Project Duration c. 7 months
Estimated Cost: £500k
Customers No. of Loans MPC (£) Total (£)
500k 1 £240 £120m
240k 2 or more £296 £71m
£191m
Customers No. of Loans MPC (£) Total (£)
450k (-50k) 1 £240 £108M
290k (+50k) 2 or more £296 £86M
£194M
Increase in Upsell
Current
Proposed
Expectation: 10% of customers with 1 loan
to take out a second loan
£3MBenefit
£800kBenefit
Reduction in calls
100% of calls
Answered by:
100 CSAs
At a cost of:
£2.7Mp.a.
59% of calls
Answered by:
70 CSAs
At a cost of:
£1.9Mp.a.
Expectation: 41% call
reduction would free up
30 CSAs
x 1 CSA =
£27k per annum
Wages... £20k
Benefits & Training £7k
Estimated Benefit:
£3.8M p.a.
Estimated Cost:
£525k
Other Costs
Squad Costs
Have a Squad Scorecard
Understand cost
and burn rate
Understand goals
and benefits
Keeps the Squad
focused

Key:
Jan Feb Mar Apr May Jun Jul Aug Sept Oct
250 k
500 k
750 k
1 m
1.25 m
1.5 m
1.75 m
£
Project End
£500 - £750k Benefit
Basic Banner
(3% upsell)
£75 k
£325 k
£575 k
x
x
x
x
x
x
£825 k
£1 m
£1.3 m
Reduction in 15
CSA s per month
(£33k p.m.)
Personal Banner
(10% upsell)
Reduction in 30
CSA s per month
(£67k p.m)
£135 k
x
£202 k
x
£269 k
x
£336 k
x
£403 k
x
£67 k
x
£33 k
x
Benefits from Upsell (Cumulative)
Benefits from Cost Savings (Cumulative)
Predicted Benefits Example:
Plot performance
Plot proposed
benefits and costs
Indicate actuals

Month
Capacity
Epics
Depend-
encies
JUL
Capacity: 72 days
Additional Holidays, etc.: 4 days
Available (actual): 62 days
JUN
Capacity: 72 days
Cancelled Holidays: 6 days
MAY
Capacity: 72 days
Additional Holidays, etc.: 4 days
APR
Capacity: 72 days
Illness: 18 days
MAR
Capacity: 72 days
FEB
Capacity: 72 days
JAN
Capacity: 72 days
Launch Tasks
DEC
Capacity: 72 days
Epic Board Example (final):
Release 2
I Can Update DD details / view
all statements / see promo
banners
Enhanced Banners
Launch Tasks
MI Reports
Launch Tasks
XS J
S J
Release 4
I Can view detailed MI Reports
Release 3
I Can see tailored promo
banners
Registration
Enhanced
Statements
Marketing
Preferences
Basic Banners
Update Direct
Debit Details
Settle Loan
Launch Tasks
Post Launch Bugs
Usage Reports
Release 1
I Can Make an ad-hoc
payment / settle myloan
Launch Tasks
Make Payment
Post Launch Bugs
Enhanced Login
MVP
I Can login / view statement /
view and update my account
details
Basic Statements
Update Account
Details
Static Pages
App Deployment
Mechanism
View Account
Details
Phase 0 –
Set up Tasks
Basic Login
Site Structure
Framework
S J
S J
S K
S J
S K
L L
XS J
L L L J
L LL J
S K
S K
L L
L K
L JM JM K
M K
L J
M J
M J
M J
L J
Estimation Calculation Table (Days)
Complexity
T-Shirt
XS 1 3
S 6 8
M 11 13
L 16 18
XL 21 25
5
10
15
20
30
Live Issues
S K
Mop-up Tasks
L J
Enhanced Banners
XL L
Post Launch Bugs
XS J
Enhanced
Statements
M L
Usage Reports
XL J
Settle Loan
S L
Partner Integration
M J
Post Launch Bugs
M K
Live Issues
S K
Live Issues
M K
Update Account
Details
L K
Marketing
Campaign
M J
Basic Login
S J
10% Call Reduction
23% Call Reduction
8% Call Reduction
3% Increase in upsell
7% increase in upsell
Bugs / Fixes
Deliverables
(Strategic)
Releases
Other work
(Non – Strategic)
Technical
Enabler / Debt
Key:
Keep the Epic Board up to date
Delivery will change
Plans will change
Opportunities or
threats will arise

BACKLOG COMING NEXT
ANALYSIS
In Done
ELABORATION
In Done
TEST ANALYSIS
In Done
Update email address
ML-125
Update Acc. Details
Update phone numbers
ML-124
Update Acc. Details
Update surname
ML-123
Update Acc. Details
View Previous Address
ML-64
View Acc. Details
System logs out after 10
mins (not 20 mins)
ML-717
Live Issue
Change Address
ML-126
Update Acc. Details
View Personal Info
(names, dob, etc.)
ML-61
View Acc. Details
View current address
ML-69
View Acc. Details
View contact details
ML-68
View Acc. Details
Tracking token on email
2
ML-669
Marketing Campaign
Add email open rate to
marketing dashboard
ML-665
Marketing Campaign
Tracking token on email
1
ML-666
Marketing Campaign
Show last logged in
time
ML-62
View Acc. Details
Update marketing
report
ML-687
Marketing Campaign
Delivery (Sprint n+1) Board Example:
XX
Visualise Squad Planning
Have a board
that shows Epics
being
decomposed into
Stories & Tasks
Measure flow
across the board

BACKLOG
IMPLEMENTATION
In Done
DEPLOYED TO TEST
ENVIRONMENT
EXPLORATORY TESTING
In Done
UAT
In Done
LIVE
Improve DB query
performance
View Balance
View Last Statement
Export Last Statement
ML-93
ML-89
ML-90
ML-91
Basic Statements
Basic Statements
Basic Statements
Basic Statements
Can not generate
quotes for TS17
postcode
ML-715
Live Issues
Quote Response Time
> 5 mins
ML-719
Live Issues
Re-factor Go Links
ML-92
Basic Statements
Special Characters (ñ)
note being passed via
API
ML-714
Live Issues
View Header Bar
Log Out
ML-71
ML-118
Basic Login
Basic Login
Print Agreement does
not work on IE10
ML-711
Live Issues
Login
Homepage
ML-100
ML-101
Basic Login
Basic Login
Delivery (Sprint n) Board Example:
X
Visualise Squad Delivery
Show Stories &
Task delivery
Measure flow

Squad Healthcheck
Sprint Burn Down Chart
ROI Totalizer
Actual
Predicted
Days
StoryPoints
Cumulative Frequency Diagram (CFD)
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5
Product Owner
Mission
Validation
Scrum Master
SDLC
Team
Ease of Release
Org. Support



 














  

£
Agreed
Evolution Point
Agreed Roll
Back Point
Delivery Metrics Examples:Visualise Progress
Sprint Burndowns
Release Burndowns
Squad health
Cumulative Flow
(speed of delivery)
Benefits temperature
gauge

Head of Channel
(Business Unit)
 Provides channel vision
 Responsible for channel P&L
 Owns Client / Partner Relationships
Product Owner
 Customer Focused
 Creates and prioritised backlog
 Responsible for due diligence (finance, risk,
legal)
 Drives customer centric concepts /
innovation
UX Designer
 Creates personas
 Runs focus groups / workshops
 Builds prototypes (rapidly)
 Validates findings
Project Manager
 Impartial delivery view
 Focused on key metrics (Cost, Time, Scope)
 Co-ordinates 3rd
Party dependencies
 Co-ordinates internal dependencies (ie
other squads)
Scrum Master
 Rapid, Repeatable Delivery
 Visualises progress (Success & Failure)
 Empowers team to optimise delivery (ways
of working / SDLC)
Business Analyst
 Decomposes product backlog (PTEST /
Acceptance Criteria)
 Prioritises on value
 Aids visualisation of benefits received
 Acts as proxy Product Owner
Technical Lead
 Pragmatic tech implementation
 Solution focused (Platform / Application /
Performance / Security)
 Focused on delivery of value & future
capability
Tester
 Tests the solution
 Verifies against the acceptance criteria
 UATs with the Product Owner
Dev-Ops Engineer
 Ensures code and be deployed rapidly and
regularly
 Platform / Pipeline tools are optimized
 Alerting / monitoring / logging is in place
 Rapid TDD / TDR
Developer
 Builds / codes the software solution
 Ensures the product is production ready
 Provides estimates / demos / retros
 UATs with Testers and Product Owners
Relationship Network Diagram Example:
For a Single Squad
Squad Organisation Structure
Centred on a dedicated
Product Owner reporting to a
Head of Channel
Squad sits together

x2 Product Owner
 Createsand prioritised
backlog
 Responsible fordue
diligence (finance,risk,
legal)
 Drives customer centric
concepts /innovation
UXDesigner
 Createspersonas
 Runs focus groups/
workshops
 Builds prototypes
(rapidly)
Scrum Master
 Rapid, Repeatable
Delivery
 Visualisesprogress
(Success& Failure)
 Empowersteam to
optimise delivery (ways
of working /SDLC)
Business Analyst
 Decomposes product
backlog (PTEST /
 Prioritises onvalue
 Aidsvisualisationof
benefits received
 Actsas proxy Product
Owner
Technical Lead
 Pragmatic tech
implementation
 Solutionfocused
(Platform /Application /
 Focused ondeliveryof
value & future capability
Tester
 Verifiesagainst the
acceptance criteria
 UATs withthe Product
Owner
Dev-Ops Engineer
 Ensures code and be
deployedrapidly and
regularly
 Platform / Pipeline tools
are optimized
 Alerting / monitoring /
logging isinplace
 Rapid TDD / TDR
Developer
 Builds /codesthe
software solution
 Ensures the product is
production ready
 Provides estimates /
demos/ retros
 UATs withTesters and
Product Owners
x3 Product Owner
backlog
legal)
UXDesigner
 Createspersonas
workshops
(rapidly)
Scrum Master
Delivery
(Success& Failure)
 Empowersteam to
of working /SDLC)
Business Analyst
backlog (PTEST /
benefits received
Owner
Technical Lead
 Pragmatic tech
implementation
 Solutionfocused
Tester
acceptance criteria
Owner
Dev-Ops Engineer
deployedrapidly and
regularly
are optimized
logging isinplace
 Rapid TDD / TDR
Developer
software solution
production ready
demos/ retros
Product Owners
x1 Product Owner
backlog
legal)
UXDesigner
 Createspersonas
workshops
(rapidly)
Scrum Master
Delivery
(Success& Failure)
 Empowersteam to
of working /SDLC)
Business Analyst
backlog (PTEST /
benefits received
Owner
Technical Lead
 Pragmatic tech
implementation
 Solutionfocused
Tester
acceptance criteria
Owner
Dev-Ops Engineer
deployedrapidly and
regularly
are optimized
logging isinplace
 Rapid TDD / TDR
Developer
software solution
production ready
demos/ retros
Product Owners
Head of Channel
(Business Unit)
Head of Channel
(Business Unit)
Head of Channel
(Business Unit)
Head of IT
(Change)
Head of IT
(Delivery)
Head of IT
(Architecture)
CTO
IT Change
Co-ordinates
Business
Change
Co-ordinates
MD
V
M
O
S
T
V
M
O
S
T
V
M
O
S
T
V
M
O
S
T
VMOST of VMOSTs
MTP / Quarterly Update
V
M
O
S
T
Group IT VMOST
MTP / Quarterly Update
Requests from Supporting
Services
(Risk, Finance, etc.)
Services
Services
IT Projects
Scaling
Multiple Head of
Channels
Each with multiple
Product Owners sitting
in multiple Squads
Head of Channel
supported by a Head of
IT partner reporting into
the CTO

glenn.crossley@hitachicapital.co.uk
tom.walton@infinityworks.com
gary.green@infinityworks.com

32
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33
Thank you
#ITBoss
@CorecomIT

A Model for Rapid, Repeatable, Predictable Delivery

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