This document discusses how agile methods can help organizations deliver projects more quickly and adapt to changing needs. It outlines the principles of agile, including early delivery of working software and welcoming changing requirements. Three case studies are presented that show how agile was used to transform post-trade support at banks, consolidate support across many applications, and deliver benefits for a finance transformation earlier. The document concludes by providing information about Cutting Edge Consulting, an agile consulting firm that has worked with many financial clients.
Adopt Adapt and Apply IT Best Practices - David RatcliffePink Elephant
Adopt. Adapt. Apply!
No, this is not just a cute play on words. These particular three words strung together help to convey the notion that successful business results happens when there has been a “fit for purpose” approach applied to Continual Service Improvement (CSI).
The magic of successful execution of any business framework or model happens when organisations become experts at “adopting” and “adapting” best practices to solve their organisation’s challenges. Whether it’s ITIL®, COBIT®, or whatever, this means that to be a highly effective IT manager you need to understand the needs of your business first, and then what processes and guidance would be most valuable to help address those needs. When you boil it down, the challenge to IT organisations is to know the value of a particular framework, and how it can – and more importantly should – be adapted and applied to your environment. That’s when the magic happens!
David is on hand to take you through very important considerations for dealing with the realities of leveraging best practices and delivering business value. He’ll discuss the dangers of “implementing by the book”, and also highlight several important factors to consider for adopting, adapting and applying the guidance to deliver the desired business value.
The Future Is Not What It Used To Be - Jan-Willem MiddelburgPink Elephant
The Future Is Not What It Used To Be
Is it possible that the technology we cannot live without every single day had its beginnings one hundred or even several hundreds of years ago? Yep. Crazy as it sounds there would be no fibre optic cable today without the Gutenberg Bible, no project management without a 17th century Swedish warship, no iPhone or Mac without the office copier, no Internet without a Brooklyn-born pig farmer, and no Wi-Fi without a movie star touted as the “most beautiful woman in the world”.
What do all these connections mean for us today? What knowledge have we gained? What insights have we learned?
Most importantly, what about tomorrow? It is often said that, “Those who fail to learn from history are doomed to repeat it.” Will the next decade simply happen to us? Or can those of us in IT use our understanding of the connections with the past to influence, predict and effectively change our future? Can the history of innovation predict the future of innovation?
Prosci Defining the Value of Change Management - Webinar OverviewTim Creasey
Overview of Prosci webinar on Defining the Value of Change Management. Delivered live - July 19 at 11AM EDT and July 20 at 4PM EDT. Register at http://www.prosci.com/webinars
Presentation given by David Hawkins for the APM Webinar 16th March 2016.
You will learn,
The Power of Collaboration
Assist organisations to develop collaborative relationships for competitiveness
Develop, share, promote best practice Business Relationship Management
Self financing – Not for Profit
Executive Knowledge Network - Public sector/Industry / Academia
Let’s connect:
APM - https://www.apm.org.uk
Google+ - https://plus.google.com/114687352375530136328
Facebook - https://www.facebook.com/AssociationForProjectManagement
Twitter - https://twitter.com/apmprojectmgmt
Linkedin company page - https://www.linkedin.com/company/association-for-project-management
Adopt Adapt and Apply IT Best Practices - David RatcliffePink Elephant
Adopt. Adapt. Apply!
No, this is not just a cute play on words. These particular three words strung together help to convey the notion that successful business results happens when there has been a “fit for purpose” approach applied to Continual Service Improvement (CSI).
The magic of successful execution of any business framework or model happens when organisations become experts at “adopting” and “adapting” best practices to solve their organisation’s challenges. Whether it’s ITIL®, COBIT®, or whatever, this means that to be a highly effective IT manager you need to understand the needs of your business first, and then what processes and guidance would be most valuable to help address those needs. When you boil it down, the challenge to IT organisations is to know the value of a particular framework, and how it can – and more importantly should – be adapted and applied to your environment. That’s when the magic happens!
David is on hand to take you through very important considerations for dealing with the realities of leveraging best practices and delivering business value. He’ll discuss the dangers of “implementing by the book”, and also highlight several important factors to consider for adopting, adapting and applying the guidance to deliver the desired business value.
The Future Is Not What It Used To Be - Jan-Willem MiddelburgPink Elephant
The Future Is Not What It Used To Be
Is it possible that the technology we cannot live without every single day had its beginnings one hundred or even several hundreds of years ago? Yep. Crazy as it sounds there would be no fibre optic cable today without the Gutenberg Bible, no project management without a 17th century Swedish warship, no iPhone or Mac without the office copier, no Internet without a Brooklyn-born pig farmer, and no Wi-Fi without a movie star touted as the “most beautiful woman in the world”.
What do all these connections mean for us today? What knowledge have we gained? What insights have we learned?
Most importantly, what about tomorrow? It is often said that, “Those who fail to learn from history are doomed to repeat it.” Will the next decade simply happen to us? Or can those of us in IT use our understanding of the connections with the past to influence, predict and effectively change our future? Can the history of innovation predict the future of innovation?
Prosci Defining the Value of Change Management - Webinar OverviewTim Creasey
Overview of Prosci webinar on Defining the Value of Change Management. Delivered live - July 19 at 11AM EDT and July 20 at 4PM EDT. Register at http://www.prosci.com/webinars
Presentation given by David Hawkins for the APM Webinar 16th March 2016.
You will learn,
The Power of Collaboration
Assist organisations to develop collaborative relationships for competitiveness
Develop, share, promote best practice Business Relationship Management
Self financing – Not for Profit
Executive Knowledge Network - Public sector/Industry / Academia
Let’s connect:
APM - https://www.apm.org.uk
Google+ - https://plus.google.com/114687352375530136328
Facebook - https://www.facebook.com/AssociationForProjectManagement
Twitter - https://twitter.com/apmprojectmgmt
Linkedin company page - https://www.linkedin.com/company/association-for-project-management
Herding cats or flocking birds - agile portfolio managementDave Sharrock
Managing the evolution of a single product working with a small number of teams is somewhat straightforward. Working from a single backlog, once the teams have established a predictable velocity, the product roadmap becomes relatively easy to visualize, whether by timeframe or feature set. As we increase the complexity of the product, things become harder. Different teams require different backlogs. Different products require work from different teams. Before you know it, there are lots of independent moving parts, with the risk that the coordination cost becomes higher and efficiency falls. In this talk, we consider some ground rules for visualizing work across multiple teams and discuss how dependencies are coordinated across different teams and product lines.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
Martin Paver: How data trusts will unlock Net Zero goalsPMIUKChapter
Delivering net zero is much more than decarbonising projects. Project professionals have a key role to play in driving up delivery productivity, avoiding waste and delay. We can accelerate the energy transition. By improving project certainty we make projects more investable, which attracts funding for net zero initiatives. By pooling our hard won experience within a data trust we fundamentally change the game.
In this session, Steve Jenner (co-author and Chief examiner for the Cabinet Office/OGC guidance, 'Management of Portfolios' and formerly chair of the Portfolio Management SIG) will provide an overview of the key factors that need to be addressed if we are to realise the full potential benefits from our investment in change.
Disciplined Agile Outsourcing: Making it work for both the customer and the s...Scott W. Ambler
Outsourcing projects suffer from two significant yet easily addressed problems. First, the customer’s instincts for how to run an outsourced project are more likely to hurt rather than help them. Second, service providers (SPs) prove to be little more than order takers that don’t have the courage to negotiate a winning strategy. The Disciplined Agile Delivery (DAD) process decision framework provides the foundation needed to succeed at “agile offshoring” by addressing the needs of both the customer and the SP. DAD is a goal-driven, hybrid agile, full delivery methodology that is enterprise aware and scalable. DAD provides a foundation from which you can tailor a viable strategy for disciplined agile outsourcing. This presentation explores strategies for effectively initiating and governing an outsourced IT delivery project in an agile manner. Outsourcing introduces a collection of risks that can be uniquely addressed with a disciplined agile strategy.
During this presentation you will learn:
• What the Disciplined Agile Delivery (DAD) framework is.
• The risks associated with outsourcing.
• Disciplined agile outsourcing from the point of view of the customer.
• Disciplined agile outsourcing from the point of view of the service provider.
• What you need to do to succeed at disciplined agile outsourcing.
• Industry statistics regarding agile outsourcing in practice
• Criteria to determine if you’re ready for outsourcing IT delivery projects.
Introducing Strategic Doing Whistler Center | May 2017Ed Morrison
This presentation provides an overview of Strategic Doing and the work of the Purdue Agile Strategy Lab. Prepared for the Industry Advisory Committee of the Whistler Center for Carbohydrate Research at Purdue, May 2017.
The Facility, together with its partners FSDA and AFD, organized a webinar on "Making change happen within insurers".
In this webinar, we highlighted the change management activities of two partners - AXA Mansard (Nigeria) and SUNU Assurances (Cote D'Ivoire). It also outlined FSDA and ILO's change management framework and step-by-step process.
The presenters discussed activities, results and lessons that will be helpful to other organizations that wish to go through a similar change process.
Presenters: Omosolape Odeniyi (AXA Mansard), Gildas N'Zouba (SUNU Assurances) and Paul Musoke (FSDA). Moderator: Aparna Dalal (the ILO's Impact Insurance Facility).
Herding cats or flocking birds - agile portfolio managementDave Sharrock
Managing the evolution of a single product working with a small number of teams is somewhat straightforward. Working from a single backlog, once the teams have established a predictable velocity, the product roadmap becomes relatively easy to visualize, whether by timeframe or feature set. As we increase the complexity of the product, things become harder. Different teams require different backlogs. Different products require work from different teams. Before you know it, there are lots of independent moving parts, with the risk that the coordination cost becomes higher and efficiency falls. In this talk, we consider some ground rules for visualizing work across multiple teams and discuss how dependencies are coordinated across different teams and product lines.
In their first jointly organised conference, the Portfolio Management (PfM) SIG and Benefits Management (BM) SIG hosted around 80 people at the ETC in Hatton Garden, London on 6th March for a packed agenda of speakers, workshops and other interactive sessions.
Martin Paver: How data trusts will unlock Net Zero goalsPMIUKChapter
Delivering net zero is much more than decarbonising projects. Project professionals have a key role to play in driving up delivery productivity, avoiding waste and delay. We can accelerate the energy transition. By improving project certainty we make projects more investable, which attracts funding for net zero initiatives. By pooling our hard won experience within a data trust we fundamentally change the game.
In this session, Steve Jenner (co-author and Chief examiner for the Cabinet Office/OGC guidance, 'Management of Portfolios' and formerly chair of the Portfolio Management SIG) will provide an overview of the key factors that need to be addressed if we are to realise the full potential benefits from our investment in change.
Disciplined Agile Outsourcing: Making it work for both the customer and the s...Scott W. Ambler
Outsourcing projects suffer from two significant yet easily addressed problems. First, the customer’s instincts for how to run an outsourced project are more likely to hurt rather than help them. Second, service providers (SPs) prove to be little more than order takers that don’t have the courage to negotiate a winning strategy. The Disciplined Agile Delivery (DAD) process decision framework provides the foundation needed to succeed at “agile offshoring” by addressing the needs of both the customer and the SP. DAD is a goal-driven, hybrid agile, full delivery methodology that is enterprise aware and scalable. DAD provides a foundation from which you can tailor a viable strategy for disciplined agile outsourcing. This presentation explores strategies for effectively initiating and governing an outsourced IT delivery project in an agile manner. Outsourcing introduces a collection of risks that can be uniquely addressed with a disciplined agile strategy.
During this presentation you will learn:
• What the Disciplined Agile Delivery (DAD) framework is.
• The risks associated with outsourcing.
• Disciplined agile outsourcing from the point of view of the customer.
• Disciplined agile outsourcing from the point of view of the service provider.
• What you need to do to succeed at disciplined agile outsourcing.
• Industry statistics regarding agile outsourcing in practice
• Criteria to determine if you’re ready for outsourcing IT delivery projects.
Introducing Strategic Doing Whistler Center | May 2017Ed Morrison
This presentation provides an overview of Strategic Doing and the work of the Purdue Agile Strategy Lab. Prepared for the Industry Advisory Committee of the Whistler Center for Carbohydrate Research at Purdue, May 2017.
The Facility, together with its partners FSDA and AFD, organized a webinar on "Making change happen within insurers".
In this webinar, we highlighted the change management activities of two partners - AXA Mansard (Nigeria) and SUNU Assurances (Cote D'Ivoire). It also outlined FSDA and ILO's change management framework and step-by-step process.
The presenters discussed activities, results and lessons that will be helpful to other organizations that wish to go through a similar change process.
Presenters: Omosolape Odeniyi (AXA Mansard), Gildas N'Zouba (SUNU Assurances) and Paul Musoke (FSDA). Moderator: Aparna Dalal (the ILO's Impact Insurance Facility).
The story of inspiring, catalyzing and delivering major digital innovation for a major insurance organisation. The work delivered epic improvements in Net Promoter Score and significant cost savings.
UA Projects - The Proven Projects SolutionUniting Cloud
You are growing. You are expanding your technological
or change capabilities. You’re embarking on a new
project and need to build a high performing team or
find a senior hire to deliver your strategy.
This is what UA Projects is designed for. It is a
partnership approach that takes ownership of hard
to find talent, delivering individual roles or scalable IT
teams as one simple package.
From start ups to large scale enterprises, it has been
proven successful by over 500 of our clients.
IT Transformation - Rethinking the future of business analysts right now!Michael A Antonio
With the rapid pace of environmental, economic and technological change Private and Public sector organizations are being confronted with new challenges and opportunities. This results in the growth in Business Analysts being engaged as business and technology strategists, creating transformational value for organizations. In this session, we examine the drivers of this direction and explore how well we are preparing Business Analysts to enable profound and radical change. This is a change that reorients the profession and practice in a new direction taking it to a different level of scope and demands.
The Future NGO is Agile, digital and entrepreneurial.pptx.pdfMzN International
We reflect on 10 years of building better NGOs and International Organisations. What are the factors that successful organizations have in common? What does the non-profit of the future look like?
How to Achieve Measurable Benefits Through Project and Organizational ChangePactera_US
Is your organization realizing expected benefits from projects? Is there a process in place to measure results?
Watch this webinar and learn:
- The financial, technical and process benefits of executing projects correctly
- How to measure benefits from changes
- Critical factors to consider before beginning a project
This webinar is a must view for business leaders and project managers responsible for ensuring the success of projects.
Too often, banks calculate the value of software solutions on their time to market. The quicker the solution goes live, the better the ROI. But what banks keep missing, is the value of their time-to-decision. In many situations, the dreadful and highly political decision-making processes during the Request for Information (RFI) phase, takes longer than actually implementing the software. Therefore, time-to-market goes both ways.
1. Getting Rapid Results with Agile
How to get more satisfied customers, quicker
From a talk by Gian Mahil
2. All Rights Reserved CEC (2016)
Contents
1. Why we need a new approach
2. How Agile can help
3. The Agile Value Proposition
4. Our Approach
5. Case Study -1
6. Case Study - 2
7. Case Study – 3
8. Our Clients
9. About Us
3. All Rights Reserved CEC (2016)
Why we need a new approach
Albert Einstein once said "The definition of insanity is doing the same thing over and over again and expecting different
results".
Financial services is characterised by the speed of change, regulatory and commercial as well as the size of projects.
The ‘Water fall’ approach has a strong following in financial services despite its failures, as it is seen to be the traditional
(and the right) way to do things. However, in most cases it leads to long deliveries time lines and failure to meet
business needs.
Millions are wasted in Financial Services on projects that fail to deliver their promises
While project requirements are being gathered the business is changing. Hence the users reluctance to
commit.
While the project undergoing testing the world has already changed and the systems/ process is no
longer relevant! Hence the users disappointment.
4. All Rights Reserved CEC (2016)
How Agile can help
Principles behind the Agile Manifesto
1. Our highest priority is to satisfy the customer through early and continuous delivery
of valuable software.
2. Welcome changing requirements, even late in development. Agile processes
harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of
months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and
users should be able
to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing
teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes
and adjusts its behaviour accordingly.
5. All Rights Reserved CEC (2016)
The Agile Value Proposition
By delivering working, tested and deployable deliverables on an incremental basis, Agile
delivers increased value and visibility much earlier in the life cycle as shown below.
Agile also delivers adaptability throughout the lifecycle
Finally because of the high levels of customer interaction it reduces risk much more quickly.
6. Daily Review
Sprint
What you want to do.
(Product Backlog)
What has to be
done now.
(Sprint Backlog)
Getting it done.
(Iteration)
Implementable solutions
(Potentially shippable
Product)
OUR APPROACH:
Our approach to implementing AGILE is simple and pragmatic
and uses AGILE tools and principles to get results rapidly.
7. All Rights Reserved CEC (2016)
Case Study 1 – Post Trade Support Transformation at a global bank
Our Solution:
Working with the key stakeholders we used an Agile approach and took the existing process and updated
them to reflect the future state
.
We next used the same approach to implement new processes for US, Canada, UK, Middle East, Brazil,
India, Singapore, Hong Kong and China.
It was risky approach for the bank not to take a traditional waterfall approach. However after successful
implementation they realised that a waterfall would have been more riskier and lead to failure.
Our approach was nimble and worked with the bank and allowed them to start realising the benefits and
thus improve their bottom line.
Scenario:
An international global bank wanted to reduce their Investment Bank post trade support costs for all
products by moving support from offshore to a mixed model. The savings for the bank were
estimated to be several million $ per year.
8. All Rights Reserved CEC (2016)
Case Study 2 – Post Trade Transformation at a investment bank
Scenario:
A global German Investment bank wanted to consolidate post trade support for a over a hundred twenty
applications to a single support team. The savings for the bank were estimated to be several million
Euros per year.
Our Solution
Working with the key stakeholders users we used an Agile approach and took the existing support
processes and ensured they we all catalogued.
We an Agile approach to take support off the incumbent team and transfer knowledge and skills to the
new team. We held daily stand ups for each knowledge transfer and monitored progress from a central
office in London.
Using this approach we had transferred support for over a hundred and twenty applications within a
year and had work lined up for the next three years.
Our approach was nimble and worked with the users to meet their demands and keep a focus on
delivery at the same time.
Our approach meant the bank was able realise headcount savings in high cost trading centers and
transfer support to low cost locations.
9. All Rights Reserved CEC (2016)
Case Study 3 – Finance Transformation at global bank
Scenario:
A global bank embarked on multi million pound finance transformation – that would take up to three
years to complete. However, the bank wanted to see results quickly and not have to wait to the end to
start realising benefits.
Our Solution
Working with key stakeholders we used Agile principles to devise a release strategy that would deliver
benefits early by splitting up the delivery in to discrete releases.
Further the development approach within each Release also used an Agile to increase user involvement
and engagement from the very beginning.
This approach meant that the bank and business users could start to see benefits much earlier than
they would with a traditional waterfall approach.
10. All Rights Reserved CEC (2016)
Our Clients
Lloyds Group Barclays Bank RBS - Direct Line
Fortis Bank Virgin Money Abbey National
Marsh & Mc Lennan Money Extra RCMS
Deutsche Bank Misys BSKYB
Union Bank of Norway AT&T BMW Rover Group
Industrial Bank of Japan SBC Warburg ATG
Wachovia Bank QEDIS Barclaycard
PIPC HCL Reveleus
HSBC Investment Bank
11. All Rights Reserved CEC (2016)
About Us
Cutting Edge Consulting (CEC)is based in Harlington in England since 1996. Our CEO Gian Mahil wanted to
set up a client orientated services consulting company. Since then CEC has worked with many financial
services clients internationally to deliver results fast using Agile techniques.
CEC operate in financial services and have domain expertise in retail, investment banking, Treasury and
Risk as well as insurance. A list of the clients we have worked with in the past can be found on our clients
page.
CEC have used Agile in various types of projects – not just systems development projects. We can
demonstrate its usage in Global Transformation and pure Change Management programmes in some of
the largest companies in the world.
For further information please contact Gian Mahil at gian@cuttingedgeconsulting.co.uk or
tel +44 (0)793 721097
Alternatively visit www.cuttingedgeconsulting.co.uk
12. All Rights Reserved CEC (2016)
Gian’s Bio
Gian is a well-rounded Change & Transformation specialist with a
successful history of working at executive level in global
organisations. He has a proven track record of turning around and
delivering projects on time and to budget using AGILE or Waterfall
or a combination of the two. He has excellent stakeholder
management skills and relishes taking on the challenges of
complex Projects & Change Programmes.
Particular areas of expertise: Recovery Projects & Programmes,
Investment & Retail Banking, AGILE Methods & Process
For further information please contact Gian Mahil at gian@cuttingedgeconsulting.co.uk or
tel +44 (0)793 721097
Alternatively visit www.cuttingedgeconsulting.co.uk