There are various approaches to Agile Transformation. Sometimes you can't handle a revolution and evolution would take too long. Then what's left is Scrum Studio. I will share lessons learned from the New Online Banking at BGŻ BNP Paribas. I will tell you how we started. How the Product Owner influenced the shape of the studio and the shape of the product, how the Studio influenced the organization, our path through inspect & adapt and the way forward.

1. QAGILE.PL SCRUM STUDIO 1
SCRUM STUDIO
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AGILE IN NON-AGILE ORGANIZATION

2. QAGILE.PL SCRUM STUDIO 2
AS IS in 2017, Situation
THE BANK

3. QAGILE.PL SCRUM STUDIO 3
• Big Bank in Poland
• 5th place in Poland in terms of assets
• Built mostly by acquisition
• Merges everywhere
• The Bank knows they need to transform
• Transformation Department created
BGŻ BNP PARIBAS

4. QAGILE.PL SCRUM STUDIO 4
WANT TO BE AGILE
„ agile (adjective) /ˈæʤəl/
1. Quick and well-coordinated in movement;
• Nimble, able to act quickly yet gracefully;
• Lively, able to think and understand quickly.
2. The mindset expressed through the values and principles of the
Agile Manifesto.

5. QAGILE.PL SCRUM STUDIO 5
FIRST PILOTS RESULTS
• Product Owner has no time
• 100% delegation to the Development Team
• Issues with bank environments
• Knowledge of Agile and Scrum missing
• Using traditional project management
standard
• Many committees
• Organizational culture not so Agile
• Vendors & Procurement focused on Fixed
Contracts
We need to work differently – Culture?

6. QAGILE.PL SCRUM STUDIO 6
New Online Banking
THE NEED

7. QAGILE.PL SCRUM STUDIO 7
THERE IS THIS NEW IMPORTANT PROJECT STARTING
Sense of urgency?

8. QAGILE.PL SCRUM STUDIO 8
STARTED WITH DON’TS
✓DON’T DO SCRUM WITHOUT EXPERIENCE
✓DON’T DO PROJECT INSTEAD OF BUILDING PRODUCT
✓DON’T SIGN FIXED SCOPE CONTRACT
✓DON’T USE OUT OF THE BOX AND CUSTOMIZE A LITTLE
BIT
✓DON’T START WITH VENDORS
✓DON’T START WITHOUT PEOPLE YOU NEED
✓DON’T FIX LONG TERM PLAN
✓DON’T BUILD ON EXTERNAL DEPENDENCIES
✓DON’T JUMP ON A RUNNING TRAIN
✓DON’T USE HUGE PROJECT FOR AGILE PILOT

9. QAGILE.PL SCRUM STUDIO 9
New Online Banking
THE STUDIO

10. QAGILE.PL SCRUM STUDIO 10
WHAT NOW?
CULTURE FOLLOWS STRUCTURE

11. QAGILE.PL SCRUM STUDIO 11
STUDIO INSPIRATION
Everest Project

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PRODUCT OWNERSHIP AND SCALING FROM LESS HUGE
Area Product Owners

13. QAGILE.PL SCRUM STUDIO 13
WHAT WE NEEDED
1. A GO from the Board
2. Protection from outside
3. New structure proposal
4. People delegated to studio
5. Room for co-located teams
6. Trainings in Scrum
7. A Power Point presentation about that

14. QAGILE.PL SCRUM STUDIO 14
SCRUM STUDIO – NEW DEPARTMENT
How it looks like

15. QAGILE.PL SCRUM STUDIO 15
STRUCTURE INSIDE
Inside Scrum Studio

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Plans for the future
THE
RESULT

17. QAGILE.PL SCRUM STUDIO 17
WHAT IS DIFFERENT
1. Strong cooperative Development Teams
2. Ownership in hands of Area Product Owners
3. Design Thinking and Design Sprints
4. Continuous Integration
5. Trust from organization after Sprint Review
6. Dependencies identified and addressed
7. Both Project Managers supporting the teams
8. Scope of Phase 2 defined using Story Mapping
9. We started changing the organization around us based on the experience
(procurement, finance, legal, HR)

18. QAGILE.PL SCRUM STUDIO 18
Plans for the future
THE
WAY FORWARD

19. QAGILE.PL SCRUM STUDIO 19
MORE STUDIOS

20. QAGILE.PL SCRUM STUDIO 20
Paradigm Shift
FINAL
THOUGHTS

21. QAGILE.PL SCRUM STUDIO 21
WHAT WE LEARNED
1. Start with what you have
2. Inspect and Adapt on the way. You can’t design it.
3. Get used to change
4. Think from customer perspective
5. Contracts are for bad times. Vendors can cooperate
6. Yes, you can change culture
7. Agile is not for everyone

22. QAGILE.PL SCRUM STUDIO 22
THANKS FOR WATCHING!
Krystian Kaczor
+48 782 222 016
krystian.kaczor@qagile.pl
@krystian_kaczor
@QAgile_pl
www.qagile.p
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fb.me/qagile
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