Stated that Bank is an example of Control culture a Bank, Introducing Agile in a Bank is more working on existing culture than teaching practices. In this talk I want to share my year experience on agile introduction in one of the most important Italian Bank. I will cover the topic on how to be agile introducing agile, Scrum of scrum as the simple thing that could possible work, the compromises we accepted, the pitfall we faced; in essence how to instill an Agile Culture in a Control Culture environment.

1. Agile Bank
is it an
Oxymoron?

2. Oxymoron: is a figure of
speech that justaxposes
elements that appears
contradictory
Dizionario Treccani

3. Agile:
… What’s your
definition? …

4. Agile Culture
Empirical
Process
People Evolution

5. Control Culture
Roles and
Hierarchy
StabilityDefined
Process

6. Disaccording
Culture?

7. Keep Calm

8. Common Points
Scrum Roles Planning Predictive

9. Introducing Agile
in
Intesa Sanpaolo
Ottobre 2014

10. Let the climb begin

11. It’s a tough job to
completely
transform a Bank

12. Introduce an
Agile Island

13. Why Change?

14. Business is Changed

15. It’s not enough to
know that
business is
changed

16. Positive
Precondition
Lean
Initiative
Prototipe Phased
Releases

17. Where
Direzione
Sistemi
Informativi (DSI)

18. Agile Team
4 People DSi
3 People XPeppers

19. Process As is
Richiesta
Costi
Analisi
Funzionale
SystemTest
UAT
Sviluppo
CR
Bug
Produzione

20. Waterfall

21. Progetto
Procurement
DocumentiGovernance
Auditing
Project doesn’t live alone
Ambienti

22. Groups “top
down”
DevOps Governance
Procurement
Documentazione

23. Agile Model
Scrum of Scrums

24. Process
Richiesta
Discovery
Costi UAT
Release 1 Bug
Produzione Costi
Release N
Sprint 1 Sprint 2
Test 1 Test n
Sprint n
Backlog Refinement

25. Process
Richiesta
Discovery
Costi UAT
Release 1 Bug
Produzione Costi
Release N
Sprint 1 Sprint 2
Test 1 Test n
Sprint n
Backlog Refinement

26. Process
Richiesta
Discovery
Costi UAT
Release 1 Bug
Produzione Costi
Release N
Sprint 1 Sprint 2
Test 1 Test n
Sprint n
Backlog Refinement

27. Process
Richiesta
Discovery
Costi UAT
Release 1 Bug
Produzione Costi
Release N
Sprint 1 Sprint 2
Test 1 Test n
Sprint n
Backlog Refinement

28. Processo
Richiesta
Discovery
Costi UAT
Release 1 Bug
Produzione Costi
Release N
Sprint 1 Sprint 2
Test 1 Test n
Sprint n
Backlog Refinement
Scope
Variabile

29. Team and Roles
PO
DSi
SMBusiness
Service
Mgr
Test
Owner
Ref.
Sistemi
Ref.
Fornitore
Team
Fornitore
Team
Fornitore
Team
Fornitore

30. Team and Roles
PO
DSi
SM
Service
Mgr
Test
Owner
Ref.
Sistemi
Ref.
Fornitore
Team
Fornitore
Business
Team
Fornitore
Team
Fornitore

31. Team and Roles
PO
DSi
SM
Service
Mgr
Test
Owner
Ref.
Sistemi
Ref.
Fornitore
Team
Fornitore
Business
Team
Fornitore
Team
Fornitore

32. Team and Roles
PO
DSi
SM
Service
Mgr
Test
Owner
Ref.
Sistemi
Ref.
Fornitore
Team
Fornitore
Business
Team
Fornitore
Team
Fornitore

33. Team and Roles
PO
DSi
SM
Service
Mgr
Test
Owner
Ref.
Sistemi
Ref.
Fornitore
Team
Fornitore
Business
Team
Fornitore
Team
Fornitore

34. December 2014

35. Experiments
2015

36. The climb

37. 4 Pilot
Project

38. Pilot Projects
Are Real Projects

39. What have we
Done?

40. What have we
Learned?

41. Introducing Agile
is a
Complex problem

42. Be Agile
Introducing Agile

43. Observe

44. Prioritize

45. Introduce one Change

46. Feedback

47. Example
Roles and
Process
Training Cerimonies

48. Don’t be
Dogmatic
Old is Wrong
New is Right

49. Accept
Compromises
Supplier
Technical
Practices
Preserve
UAT
Process
Cost
Unchanged

50. Multiple “Hats”
Mentor Coach Trainer

51. Different
Position
On Stage In the
Kitchen
On the
Balcony
Among the
People

52. Attitude
Trust Calm Positive

53. We are
demanding a big
change to people

54. Old way, new way

55. Simulation
To teach new
concepts

56. Some Concepts
are difficult to
grasp

57. Our jargon is Incomprehensible

58. Example
Incremental Continuous
Feedback
Embrace
change

59. Visualization to
explore problem
space

60. The post-it guys

61. Remote
Ceremonies
Tool Writer Remote
Co Host

62. Management
Sponsorship
Helps

63. Feedback
Feedback
Feedback

64. Lean Coffee

65. One to One

66. All Pilot involved
in Feedback
Workshop

67. Summary
UAT time
reduction
Delivered
Value
Authonomy 2016
Roll out

68. Camp One

69. Back to
opening
question

70. In general I
don’t know

71. In my
experience

72. Agile Bank
was not
oxymoron

73. Marco Trincardi
Agile Coach
marco.trincardi@xpeppers.com
@Trink0
https://it.linkedin.com/pub/marco-trincardi/0/717/656

74. Grazie!

75. CreditsCap by Rohith M S - Stage by Rafael Farias Leão
Cooking by Creative Stall - Trust Fall by Juan Pablo Bravo
Meditation by Juan Pablo Bravo - Thumbs up by chris dawson
Profit by Rediffusion - Pyramid by Creative Stall
Feedback by Attilio Baghino - Hug by Veysel Kara
Process by Rflor - Process by Christopher Holm-Hansen
Users by Zlatko Najdenovski - Evolution by Jakob Vogel
Bank by Zlatko Najdenovski - Shield by John Bartolome
List by Jamison Wieser - Crystal Ball by Matthew Hawdon
Prototype 4 by Ainsley Wagoner - Moon Waning Crescent by Thomas Helbig
Presentation by Gregor Črešnar - Code window by Dalpat Prajapati
Manual Testing by Lemon Liu - Crowdfunding by Gregor Črešnar
Time by Richard de Vos - Piggy Bank by Lloyd Humphreys
Compass by Dalpat Prajapati - loading by Mister Pixel
Tool Settings by Luis Rodrigues - Typewriter by Simon Child
collaboration by Rflor - play by Mike Ashley
from the Noun Project

76. CreditsKiril Rusev https://www.flickr.com/photos/everexplore/8536595421
MovingMountainsTrust https://www.flickr.com/photos/movingmountainstrust/5693331074/
Nucksfan604 https://www.flickr.com/photos/canucksfan604/5525657352/
Wim Hertog https://www.flickr.com/photos/nertog/3229865276
Gunarsg https://www.flickr.com/photos/gunarsg/5128524436/
Nathan Adams https://www.flickr.com/photos/captainslack/9078293785/
PrimeR41 https://www.flickr.com/photos/hurricaneinabottle/2775426451/
David Melchor Diaz https://www.flickr.com/photos/dmelchordiaz/16648766570/