Vantiv has undergone a business transformation to become more agile and predictable in its delivery of payment processing solutions. Over the past year, Vantiv has made progress in forming dedicated agile teams, establishing key performance indicators, and delivering value in iterative sprints. However, challenges remain around test automation, engaging customers earlier, and achieving full organizational agility. Moving forward, Vantiv aims to further align its work to value streams, instill a culture of continuous improvement, and make agility part of its core operating model.

1. World®
’16
Improving Delivery and
Execution at Vantiv
TJ Casey - VP Planning and Controls - Vantiv
Henry Noble - Program Director - Transformation - Vantiv
Skip Angel - Transformation Consultant - CA Technologies
AMT38P
AGILE MANAGEMENT

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Abstract
Vantiv has made significant progress in the last year, becoming more
predictable in its delivery of payment processing solutions while
providing the same high quality the company has been known for since
long before it went public. This is a story about a year into Vantiv's
business transformation journey, told from three different perspectives,
and how it has evolved into a "product company."
Henry Noble
Vantiv
Program Director,
Transformation
Skip Angel
CA Technologies
Transformation
Consultant
TJ Casey
Vantiv
VP Planning and
Controls

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Skip
Angel
CA Technologies
Transformation
Consultant
Panel Session
Henry
Noble
Vantiv
Program Director,
Transformation
TJ
Casey
Vantiv
VP Planning and
Controls

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DRIVERS OF CHANGE

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Align to Business Strategy
Transformation #1 Priority in 2015

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Hearing From Different Perspectives
What problems do you hope an agile approach will solve?
WHO WHY
TECHNOLOGY
CIO/CTO/VP of Development
Addressing these challenges:
Technical complexity, Technical debt,
inconsistency in tooling, lack of automation, poor
quality
CUSTOMER
Chief Product or Marketing
Officer, Product SVP or
VP Level
Addressing these challenges:
Shifting to customer-centricity, product- or
solution- focused approach, time to market,
satisfying customer needs vs. taking orders
OPERATIONS
Head of PMO (Product,
Portfolio and/or Project),
Operations, Release
Management
Addressing these challenges:
Need for consistent delivery, adhering to
standards, forecast deliveries, risk mitigation,
lifecycle management

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STARTING OUT WELL

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FORMATION PROGRESS MEASURES
❑ Initial Product Vision Set
❑ Team Working Agreements Set (incl. Acceptance Criteria for Team)
❑ Initial KPIs Set (with Measurements)
❑ Initial Story Map Set
❑ User Stories in Rally
❑ Initial Sprint(s) Planned
PREPARATION CHECKLIST
❑ Product Manager (Team Formation Lead) Identified
❑ Platform Manager Identified
❑ Delivery Manager Identified
❑ Team Roster Set (by Name and Estimated Start Date)
❑ Agile Coach Ready to Engage
❑ Agile 101 Training Attended
Building a Strong Foundation
Where do we start our efforts?

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Progress and Blockers
How do we gauge progress?
Targeted Critical
Mass by EOY 2015
Level 1
Dedicated Team Sprinting
against Prioritized Backlog
ü Teams have formed and are
sprinting
ü Sprints of work are happening
against prioritized backlogs
ü Trains are forming
BLOCKERS
q Resource allocation
(Productivity)
q Clarity on priorities
(Responsiveness)
Level 2
Dedicated Team inside Formed
Train with Established Cadence
ü Teams are operating within
formed Trains
ü Value is being delivered via
smaller, more iterative chunks
ü Team KPIs are beginning to drive
actions
BLOCKERS
q Adherence to roadmap and
vision (Predictability)
q QA resources and alignment
to teams (Quality,
Responsiveness)
q Release management
approaches (Predictability)
q Synch of work across trains
within quarter (Predictability)
q Long test and release cycles
(Responsiveness)
Level 3
Healthy Trains and Teams
Planning Iterative Value per
Business Outcomes
ü Trains and teams performing
quarterly planning per agreed-to
roadmaps
ü Use of KPI highlighting future
product and technology needs
BLOCKERS
q Test automation
(Responsiveness)
q Corporate planning using
Agile (Responsiveness)
q Duplicate platforms and non-
rationalized asset base
(Responsiveness, Quality)
q Customer feedback
consistently part of product
development (Customer
Satisfaction, Predictability)
Level 4
Full Organizational Agility
ü 2015 plans do not assume we reach
this level; however, we should
consider its needs now
ü At this level, our future plans will be
built around value streams and trains
created accordingly
ü To be at this level, our technology
asset base and design / engineering
disciplines allow for decentralized
coding and continuous deployment
ü This is where we truly unlock our
ability for rapid innovation
BLOCKERS
q Corporate behaviors
supportive of agile across
enterprise (Employee
Engagement)
q Critical technical debt related
to speed-to-market
(Responsiveness)
q Consistent engagement of
functions outside of Product
and Engineering in agile
cadence

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KEYS TO SUCCESS

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Employee
Engagement
Workforce of motivated
employees with solid
leadership
Productivity
Landscape of
dedicated high-
performing teams
Quality
Ability to create stable
and sustainable
solutions
Predictability
Landscape of
consistent and reliable
delivery
Customer
Engagement
Meeting customer
needs with innovative
solutions
Responsiveness
Faster
time-to-market with
the right products
Organizational
Agility
BUILDING IT FAST AND
SUSTAINABLE
BUILDING THE
RIGHT THING AT
THE RIGHT TIME
BUILDING IT WELL
AND CONSISTENT
Establishing Success Criteria
Qualitative and Quantitative Metrics

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Measuring Success
Progress and Performance

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2015 Envisioneer Award
Core Processing Train
One Vantiv. One Vibe.

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BRING AGILITY TO THE BUSINESS

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Scaling Using an Agile Approach

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Enterprise Priorities Portfolio Alignment
FI & Merchant E-Commerce
Integrated
Payments Operations Corporate All Other CTO CIO Total Labor Cash Investment
Capitalized Labor
Fixed Assets
Total Capital
Non-Recurring
MSFI/Conversions
Enhancements
Total Run the Shop
Total Non-Project Time/PTO
Total Labor Plug (Architecture & Management)
Total Labor Cash
Staffing Utilization
Budgeting, Reporting and Funding

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WHAT’S NEXT?

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Align to Value Streams
Instill Relentless Improvement

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Agility as the Operating Model
Part of the Organization’s DNA

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Thank you.
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