Agile Transformation case study from Asia. Coaching@scale.

1. Jas Chong

2. Retail Banking in
Asia - In Context
• 0$ to have an account
• + points / miles
• + cash back
• -% shopping
• -% restaurant
• +++
E Wallet
60
days
C
redit
Mobile
Transfer
Only
Mobile

3. Key Messages
Agile transformation should also be agile.
Remember the cone of uncertainty.
Return to the core values of Agile.
Start with teams
Agile is a team sport. Discipline is to build
resistance & good instinct.

4. Key Facts & Figures - Before
3
Platforms
+700
IT Staff
60% contract
& vendors
18
Months
Lead Time
6-9m BRD
3m Dev
3m SIT
3m UAT
?
Projects

5. Key Facts & Figures - After
3+2
Platforms
35
Squads
60% in-house
5-6 vendor
squads
6-9
Months
Lead Time
1m Decision
2-4-6m Dev &
Test
~40
Million /
Initiatives

6. Core Design Principles
All silo groups ( Biz BA, Tech
BA, Dev, Test, E-Biz, PM, RM
etc) to transition
Cross Functional Dedicated
Distributed Squads PO, BA,
SM, Dev, Test
All projects end of life
transition (hiring for projects,
contract end)
Stable Squads Forming
every 2-3 weeks
T-shirt sizing initiatives
Fibonacci sizing in teams 2w
sprints / 2m release
Anything, Anytime, Anyhow

7. Agile @ Scale = Coaching @ Scale
30 Teams
=
30 months
1 Coach
3 Teams 3 Months
1 Coach
100% Agility
Mix of Shu & Ha Level
10 Months
Minimal Viable
Agility

8. No inception No start
No team No start
No training No Start
Coaching Principles - 3 No
Inception - 3-5 Days
Sponsor, business
stakeholders, squad
Min 75% of Squad
PO, BA, SM, Dev, Test
Agile Fundamentals 2 Days
Squad members trained

9. Coaching Focus - Iterative Improvement
Leaders first then teams Leaders coach teams
Resilience first then co-
location
Teams per location
Rhythm first then being
correct
Effective ceremonies
Chapter coaching first then
team
Mini coaches a plenty
Coaching internal staff first
then recruit
Building talent pool

10. Squads, Chapters & Guilds
Nth MAN
Product Owner
Business
Analyst
Scrum Master
(0.5)
Dev
API
Test
SPIDER MAN
Product Owner
Business
Analyst
Scrum Master
(0.5)
Dev
API
Test
BATMAN
Product Owner
Business
Analyst
Scrum Master
(0.5)
Dev
API
Test
SUPERMAN
Product Owner
Business
Analyst
Scrum Master
(0.5)
Dev
API
Test
BLACK WIDOW
Product Owner
Business
Analyst
Scrum Master
(0.5)
Dev
API
Test
Product Owner /
Business Analyst
Chapter
Scrum Master
Chapter
Solution Architect
Project Manager / Release Manager
DevOPS

11. Team Feb Apr Jun Aug Oct Dec
A
A
A
A
A
A
A
A
N
N
N
Small LargeMedium
Portfolio - Mixing Small & Big Initiatives
Never Again

12. Week 1 Mon Tue Wed Thu Fri
Morning 1 Daily Scrum
Inception
Architect Coachng
Morning 2 Scrum of Scrum
Afternoon 1 Leaders 1-1
Retrospective
Scum Master
Coaching
PO Coaching
Retrospective
Afternoon 2 Leaders 1-1
Retrospective
Refinement Refinement
Retrospective
Week 2 Mon Tue Wed Thu Fri
Morning 1 Sprint Planning Daily Scrum Sprint Planning Daily Scrum Architect Coachng
Morning 2 Scrum of Scrum Scrum of Scrum
Afternoon 1 Leaders 1-1
Scum Master
Coaching
PO Coaching
Afternoon 2 Leaders 1-1 Portfolio Refinement Refinement
Coaching Time Table
Scrum
Ceremonies
Scrum
Enablement
Chapter Coaching

13. Daily
Scrum
Weekly
SoS
2 weekly
Team
retrospective
2 weekly Portfolio
Decisions
Quarterly Business &
Technology Leaders
Retrospective
Agile Pulses
First
Team
Concept
First
Team
Concept

14. To Continue
• A good sponsor
• Staggered Sprint Start (Mon / Wed)
• Chapter Coaching
• 40% coaching of leaders
• 40% coaching of chapters
• 20% coaching of teams
• End of coaching assessment
• Team maturity assessment
• Peer coach assessment
• Team satisfaction survey
Coaching Learning
Started & hoping they continue
• Screen PO & SM selection /
Competency workshop / Peer
mentoring
• Leadership retrospective / Peer
mentoring
• Chapters to continue coaching circle
GO
Stopped and keep stopping
• Going alone. Coach swarming is preferred
• Coaching when leaders are not willing
• Compromising on my 3 Nos
• Large initiatives

15. Jas Chong
jaschong@sg.ibm.com
http://thedignityofwork.com
Thank you