a model for rapid, repeatable, predictable delivery
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Welcome
#ITBoss
@CorecomITwww.corecomconsulting.co.uk
“Rapid, repeatable and predictable delivery”
A model for rapid, repeatable and predictable delivery
www.corecomconsulting.co.uk
3
A model for rapid, predictable and repeatable
delivery
A collaboration between Glenn Crossley of Hitachi
Capital and Infinity Works Consulting
www.corecomconsulting.co.uk
Presenters
Glenn Crossley Tom Walton Gary Green
Head of IT Delivery -
Hitachi Capital
Over a million individuals
and businesses across
the UK trust us to provide
innovative financial
solutions
Founder & Director -
Infinity Works Consulting
Agile, DevOps delivery,
consulting and training
Principal Consultant -
Infinity Works Consulting
Leader of Infinity Works
delivery community of
practice
3www.corecomconsulting.co.uk
Understand your domain
Business Model Canvas
IT Estate
5
Key Partners Key Activities
Key Resources
Value Propositions Customer Relationships
Channels
Customer Segments
Cost Structure Revenue Streams
Business Model Canvas Example:
Physical Infrastructure
Loan Assets
Cash
Telephone
Internet
Channel CostsJV Interest Expenses
Interest Income Fee IncomeBrand Promotion
Sub Prime CustomersTechnology
Vendor:LoanPlat Alpha
Data Vendor:Experian
Regulatory Agency:
FCA
Data Vendor:Callcredit
Call Centre Operations
Business Operations
IT Operations
Risk
Compliance
Marketing
Finance
HR
Debt Consolidation (Personal Loan Product -
Higher interest rates)
Automation (through Self-Service
where possible)
www.corecomconsulting.co.uk
Understand your domain
Business Model Canvas
IT Estate
6
IT ESTATE Example:
www.corecomconsulting.co.uk
Customer Insight(Segmentation, Personas, etc.)
Internal Insight(KPIs, MI, etc.)
Idea Generation
The Daily News
BREXIT Job Losses Expected!
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vel an dicam vidisse postulant.
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definiebas reprimique, ius dico suas vituperata te. In
diceret gubergren nec. Eos choro eruditi
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vel an dicam vidisse postulant.
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diceret gubergren nec. Eos choro eruditi
erroribus id, eos mucius urbanitas efficiendi no. Cu pro vide viderer erroribus,
vel an dicam vidisse postulant.
XXExternal Insight
(PESTLE, Competitor Analysis, Industry Insight, etc.)
Operating Costs
Default Rates
Time
Profit
Business Insight Example:
Idea !I ve seen something cool
I wonder if we could use it here?
Product OwnerIT
Persona – Mercedes
MercedesLorem ipsum dolor sit amet,
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vituperata te.
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Value: £££££
Persona – Chardonnay
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est et lucilius definiebas reprimique, ius dico suas
vituperata te.
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Value: £££
Persona – Barry
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Value: £
Gather Insight
Industry insight
Outside world (PESTLE)
Internal metrics (costs,
turnover, margin, waste)
Generate new ideas
7www.corecomconsulting.co.uk
Vision
Missions
Objectives
Strategies
Tactics
The future for us is a place where we are a sustainable, and profitable loans provider which operates within the UK and Ireland. We have the foundations in place to scale rapidly so that we can react to opportunities as they present themselves.
Create a lean, customer centric organisation
Increase Net Promoter Score Increase Customer feedback Reduce Call centre waiting times Increase Staff feedback / engagement scores Reduce Cost Per Loan Reduce Staff Costs Increase speed of delivery (idea to live)
Focus On
Improving Customer Touch Points
VMOST Mission Board Example: Strategic direction for a loans provider
Diversify to offer loans to near-prime customers
Increase Volume of Business Increase Number of Customers Increase Customer Margin Reduce number of defaulting loans (bad debt)
Focus On
The Technology
Future-proof the current IT estate
Reduce TTD / TTR levels for live issues Reduce platform costs Reduce partner on boarding time
Focus On
Partner Integration
Focus On
Reducing Overheads
Focus On
The Team
Focus On
The needs of the new customer base
Focus On
Go-Live(Near Prime Brand)
Focus On
Business Integration
Online capability to chat to CSA
Re-train current CSA staff in
livechat
Responsive My Account site for
people with loans
New HR Portal
Org Design
Training for Line Managers
Responsive Loans App
(Get a Quote)
Train Devs in Responsive
coding techniques
Hire Team
TV Marketing Campaign
Change financial reporting process
MI Data Mart
Scale current Infrastructure
DR Process
Build new platform
Document & circulate On
Boarding process
White Label Product
Ben:
150
Cost:
100
Ben:
250
Cost:
125
Ben:
50
Cost:
250
Ben:
200
Cost:
125
Impact:
25%Cost:
£2m
Impact:
10%(SMT-1)
Ben:
1,000
Cost:
450
Ben:
40
Cost:
50
Ben:
500
Cost:
1,000
Ben:
1,000
Cost:
400
Budget – Squad Points
Assumes: 1 Squad = approx. £1m per year1 point = £2k
500 points = £1m = 1 Squad per year
x3 squads = 1500 points to spend
Tech Debt – Delivered by squad so measured in Squad points (cost / benefit)
Deliverables – Delivered by squad so measured in Squad points (cost / benefit)
Marketing / Comms Changes – cost measured in financial cost to org
People / Process / Org Changes – cost measured in % impact to productivity
VMOST
Understand your Vision,
Mission, Objectives,
Strategies and Tactics
(VMOST)
VROM estimates
VROM benefits
8
http://www.vmost.tools/
www.corecomconsulting.co.uk
Mis
sio
n 1
: C
rea
te a
lea
n /
cu
sto
me
r ce
ntr
ic o
rgM
issi
on
2:
Off
er lo
an
s to
ne
ar-
pri
me
cust
om
ers
Mis
sio
n 3
: F
utu
re
pro
of
the
IT e
sta
te
Improve Customer Touchpoints
Reduce Overheads
The Team
New Customer Base
Go-Live with the new brand
Business Integration
The Tech
Partner Integration
VMOST Mission Planner Example: Strategic direction for a loans provider (future plan)
Ben:
Cost:
Ben:
Cost:
Ben:
Cost:
Ben:
Cost:
Ben:
Cost:
Ben:
Cost:
Ben:
Cost:
Ben:
Cost:
Dependancies
Non Strategic (JDFI)
DEC JAN FEB MAR APR
Powercurve Integration
MAY JUN JUL AUG SEPT OCT NOV
Online Chat with CSA
Responsive My Account Site New HR Portal
Responsive Quote Generation
MI Data Mart
Infrastructure Scalability
Fixes
White Label Product c/fwd to end of Jan ...)
Squad 2
Squad 1
Squad 3
Org DesignTraining 1
for Line Managers
Train Devs in
responsive coding
DR Process
Marketing Campaign
Partner Integration
Training 2 for Line
Managers
Other TacticsChange Reporting
Process
Hire Team
TV Marketing Campaign
Livechat Training
VMOST Mission Planner
Based on standard
squad size and
indicative budget
Based on prioritised
tactics within Missions,
mapped to expected
capacity
9
http://www.vmost.tools/
www.corecomconsulting.co.uk
Squ
ad
1Sq
ua
d 2
Squ
ad
3
Discovery Seed Funding Inception FundingConstruction & Elaboration
Transition Validation Done
Responsive Loans App
New Loans
White Label Product
MI Data Mart
Response My Account Loans Site
Online Live Chat with CSA
Infrastructure Tactical Fix Project
Programme Board Example: Status of current (in-flight) work
Marketing Changes
Tech Debt – Delivered by squad so measured in Squad points (cost / benefit)
Deliverables – Delivered by squad so measured in Squad points (cost / benefit)
Marketing / Comms Changes – cost measured in financial cost to org
People / Process / Org Changes – cost measured in % impact to productivity
Build a Programme View
Simplification of VMOST
Planner
Map tactics to expected
Squads
Utilise VROM estimates
mapped to standard
Squad indicative capacity
10www.corecomconsulting.co.uk
Problems & Opportunities
Inception Elaboration & ConstructionTransition &
Evolution
Estim
ate V
aria
bility
4x
2x
1.5x
1.25x1x
.8x
.67x
.5x
.25x
Phase
2 - 4x 2 - 1.5x – 1.25x
Themes, Epics and initial story set known, as is the team, the
tech stack and approach. Estimate variability further
reduced at a relatively low cost.
Understand estimate accuracy
At tactic level we can
be wrong by as much
as 400%
We use low cost
phase gates to get
closer to real cost
and real benefits
11www.corecomconsulting.co.uk
Discovery Inception
Elaboration & Construction Transition
EvolutionAlpha Iterative Beta Delivery
Risk
Operating Cost
Use small team to reduce risk
Initial two phases are to
reduce risks and
increase predictability of
costs and benefits
Consider prototypes and
POCs to de-risk scope
and technology
12www.corecomconsulting.co.uk
Why:
Who:
How:
What:
Idea (From VMOST):
If we Build a responsive My Loans website that gives people self service functionalityThen we will reduce costs as customers will not call the contact centre as much
Reduce number of calls that go through the contact centre (both inbound & outbound)
New Applicants Active Customers(single and multiple loans)
Defaulting Customers Outbound CSA
Offer support during application
process
Simplify the application
process
Update Details Manage Active Loan(s)
Make debt recovery process
easier
Upsell loans to existing customers
Live Chat How To Guides
Pre-Populate
Data
Integrate data with Comparison sites (i.e. Money Supermarket)
Re-design Application
Flow
Mobile
IVR
Web
Self Service Account
Management
Historical Data Mine (MI)
Address Change
Name Change
Contact Details Change
Manage Loan Details
Change Payment Details
Change Payment
Date
View Statement(s)
Make Payment
Ad-hoc Payment
Settle Loan
Auto-email functionality
Integrate with debt recovery
companies
Targeted Marketing messages
Concept Scope
This functionality equates to 52% of all calls that pass through the contact
centre
Auto Payment Holidays
Full Scope
All functionality would equate to 70% of all calls that pass through the
contact centre
Additional Benefit
This functionality could equate to c. £500k per year in additional
revenue
Impact Map a Tactic
Why, Who, How, What
Helps us understand the
product users, the
activities they need to
perform and how they
perform them
High-level scoping
exercise
13www.corecomconsulting.co.uk
How will our customers know that we have delivered what they need?
E-mail marketing campaign will be needed to inform customers that the functionality is available.
It is expected that this will be a multi stage messaging campaign. i.e.
1) functionality is coming 2) functionality is here
3) why aren t you using the functionality 4) etc.
Single sentence explaining what the idea is. Format: If We Then
If we Build a responsive My Loans website that gives people self service functionalityThen we will reduce costs as customers will not call the contact centre as much
Name of the person who takes on responsibility for the idea and will push it through.
Bob Smith
(Customer) Demographics
Who do we want to target with this idea?
Customers with 1+ loans
Customers who use Apple Mobile Devices
Who do we want to avoid / exclude from this idea?
New Applicants (those without a loan)
Fraudulent Customers
Business Driver
What do we hope to get out of this?
Reduction in calls to contact centre (41%)
Increase in upsell to customers with only one loan (10%)
Why should we do it now?
Decrease in value of pound means that our monthly offshore contact centre costs have
gone up by 30%
Plans are in place for next FY to scale business by moving into the near prime
market.
Reasons for Confidence in the Idea:
Why do we (internally) think that it will give us what we expect?
80% of customers who call the Contact Centre use an IOS device
52% of all monthly calls to the contact centre are to manage basic account functions
Why will our targeted customers think this is a good idea?
1) Call answering / issue resolution time is in top 3 of complaints logged. 2) The ability to self serv on basic account functions has been top of our customer
feedback survey for last 8 months.
Approach / Solution
What are we going to do / build / change? Can it be delivered in phases?
IOS native app that lets the user:
- manage account details (address, etc.)- manage payment details (payment method, direct debit date, etc.)
- make a payment (single payment / settle loan)
The app will also contain banners / upsell promotions that will be tailored to the individual users (ie different users will see different banners based on their borrowed amount / APR rates / etc.)
Post Launch
What does success look like for this project? What are the metrics we need to think about during delivery?
Project delivers agreed scope
Multiple releases (MVP, R1, etc.) used to deliver the project
What will we do to Test & Optimise the delivered functionality?
Design / look and feel of upsell banners
Location of upsell banners within the app
Business idea Idea Owner / Sponser
There are 3 options available to us after delivery – Evolve the idea and build on it, 2)Remove the functionality or 3) Leave it and pivot onto the next idea. What will make us choose 1,2 or 3?
Evolve reduction in calls, >8% increase in upsell
Pivot - reduction in calls & 0.1 - 8% increase in upsell
Rollback... <2% reduction in contact centre calls & <0.1% increase in upsell
What touch points / impact will it have on existing business functions? Do we need any new capabilities?
Impact on Contact Centre - Head count- Office Space
Will need for mobile device strategy / policiesWill need to consider app store brand presence (reviews, etc.)Provides an increase in customer analytics (in app behaviours)
Success
Evolve / Roll Back / Pivot
Business Impact
MVT / Optimisation
Marketing
Pros
Paper prototypes had 78% acceptance amongst IOS users
Cons
1) Limited (but some) IOS development experience in Team
2) Complicated App Store submission process
Questions / Concerns
Future support (how do we support the next version of IOS / device / screen
resolution / etc.)
Concept Card Example: Native IOS my account app for a loans provider
Concept Card
Help everyone
understand the problem
/ opportunity
Customers, Business
Drivers, Confidence,
concept and post-launch
activities
14www.corecomconsulting.co.uk
Risk Management
Finance
Collections
Business Capability Heat Map Example:
HR & Facilities Product OperationsTechnology
Product Development Marketing Sales Customer Service
Primary Business Capabilities / Value Chain
Secondary Business Capabilities
RecruitmentStarters / Movers / Leavers
Training & Development
Performance Management
Web TV
Radio Print
Social Media E-mail
Telephone Support
Postal Support
E-mail Support Chat Support
High Value Customer Support
Document Storage
Debt Collection
Fraud Management
Building management
Equipment Management
Support / Service Desk
Technology Procurement
MI Invoicing
Customer Segmentation
Strategy Delivery
Business Insight
Ideation
Product Optimization
Retail Client Onboarding
Retail Client Management
Security & Compliance Leadership
Content Management
Transaction Management
Corporate Responsibility
Group Alignment
Shareholder Management
PCI ComplianceTreating
Customers Fairly
FCA ComplianceData Security Management
Payroll Management
Procurement
Expenses Management
Health & SafetyEmployee
Satisfaction & Engagement
...
...
...
Business Architecture Component Changes
Changes to existing
Removal of existing
New
Mobile Device Strategy
External Analysis
Social Media Support
System / Ops Monitoring
Application Management
Corporate Risk Management
KYC
Create products that interest the customer... Offer them to the customer... Facilitate customer purchase of the products... Manage our risk levels ... Collect Revenue...
Payment Processing
Support the customer
Contract Management
Decision Processing
Understand the impact on Business Capabilities
Visualise the impact on
the business processes,
organisation, etc.
15www.corecomconsulting.co.uk
Responsive Front End
Web Mobile IVR
Payment Service
Application Logic
Decisioning Engine Service
Marketing CRM Service
Current Web Front End
IQ Data
Payment Provider 1
Payment Provider 2
Mobile Gateway IVR Service
Bureau Feed 1
Bureau Feed 2
Internet
Networks
...
...
...
Changes to existing
Removal of existing
New
Design Passport Components
Customer
Scale?
Scale?
Scale?
Scale?
API
API
API
API
Size = 350 Points
Complexity = HighConfidence = K Medium
Size = 200 Points
Complexity = MediumConfidence = J High
Responsive mobile site(Original VMOST Tactic)
IOS native app only(Replaces Responsive Front End)
1 2
Implementation Options
Design Passport Example:
Native IOS App
1 2
Understand the technical impact
Initial model of how
this product is likely to
change the IT
architecture
High-level initial
architecture
16www.corecomconsulting.co.uk
Consider paper or lo-fi prototypes
Paper prototypes,
whiteboards
Consider doing this with
friendly customers &
suppliers, they are who we
really need to support
17www.corecomconsulting.co.uk
Key to the types of work items:
My Loans(Native App)
Project Mapping Example: My Account functionality for a loans provider
Project
Theme
Epic
Story / Bug / Spike / Tech Debt
FrameworkReports
System Access
Account
Loan(s)
Static Content
Phase 0(Setup Tasks)
Site Structure
App Deployment
Login(Basic)
Login(Enhanced)
Registration
View Account DetailsUpdate
Account DetailsMarketing Preferences
Settle Loan
Update Direct Debit
Info
Make Payment
Statements(Enhanced)
Statements(Basic)
Static Pages
Tailored Banners
Banners(Basic)
MI ReportsUsage Reports
Set Up Test Environment
Set Up Dev Environment
Set Up Test Data
Create Grid
Site Footer
Site HeaderDownload
Report
App Usage Report
Deployment Mechanism
Login
Logged In Header Bar
Logout
Forgotten Password
Captcha
LDAP Integration
Remember Me
Find Account
Register (Set Password)
View Personal Details
View Contact Details
View Address
Change Surname
Change Address
Change Contact Details
Update Preferences
View Current Preferences
Settle Loan
Get Settlement Quote
Change Payment Date
Change Card
Make Late Payment
Make ad-hoc Payment
Show last 6 statements
Find Statement
Show Current Statement (Balance)
Export Statement
Auto Display rules (AB Testing)
Tailored Offers Banner
Time Critical Offers Banner
Cross Sell Banner on Home Page
Cross Sell Banner on Statement
Contact Us Page
Help Pages
T&Cs Page
Map out the scope
Initially identify the key
product areas (Themes)
Break down into
candidate strategic steps
to build them
incrementally (Epics)
Prioritise Epics and
decompose into
deliverable items
(Stories)
18www.corecomconsulting.co.uk
Month
Capacity
Epics
Depend-encies
JULCapacity: 72 days
Holidays, etc.: 6 days
Available (estimate): 66 days
JUNCapacity: 72 days
Holidays, etc.: 6 days
Available (estimate): 66 days
MAYCapacity: 72 days
Holidays, etc.: 6 days
Available (estimate): 66 days
APRCapacity: 72 days
Holidays, etc.: 10 days
Available (estimate): 62 days
MARCapacity: 72 days
Holidays, etc.: 0 days
Available (estimate): 72 days
FEBCapacity: 72 days
Holidays, etc.: 0 days
Available (estimate): 72 days
JANCapacity: 72 days
Holidays, etc.: 6 days
Available (estimate): 66 days
Launch Tasks
DECCapacity: 72 days
Holidays, etc.: 12 days
Available (estimate): 60 days
Epic Board Example: My Account functionality for a loans provider
Release 2I Can Update DD details / view
all statements / see promo banners
Bugs (Placeholder)
Enhanced Banners
Launch Tasks
MI Reports
Launch Tasks
XS J S J
Release 4I Can view detailed MI Reports
Release 3I Can see tailored promo
banners
Registration
Enhanced Statements
Marketing Preferences
Basic Banners
Update Direct Debit Details
Settle Loan
Launch Tasks
Bugs Placeholder
Usage Reports
Release 1I Can Make an ad-hoc
payment / settle my loan
Launch Tasks
Make Payment
Bugs Placeholder
Enhanced Login
MVPI Can login / view statement /
view and update my account details
Basic Statements
Update Account Details
Static Pages
App Deployment Mechanism
View Account Details
Phase 0 – Set up Tasks
Basic Login
Site Structure Framework
S J
S J
S J S K
S J
S K
L L XS J
XL L
XL J
L LL J
M L
S K
L L
L K
L J
M J
L K M K
L J
M J
M J
M J
L J Estimation Calculation Table (Days)
Complexity
T-Sh
irt
XS 1 3
S 6 8
M 11 13
L 16 18
XL 21 25
5
10
15
20
30
10% Call Reduction
23% Call Reduction8% Call Reduction
3% Increase in upsell
7% increase in upsell
Bugs / Fixes
Deliverables (Strategic)
Releases
Other work (Non – Strategic)
Technical Enabler / Debt
Key:
Build and Epic Board
Plot Epic delivery by
month
Based on Epic ROM
estimates and
estimated Squad
capacity
Revise once true
capacity has been
evidenced
19www.corecomconsulting.co.uk
MVP
I Can
Login View a statement View my account Update my account
details
(On an IOS device)
Release 1
I Can
Make a payment Settle my loan
(On an IOS device)
Release 2
I Can
Update my payment details
View all statements See basic promo
banners
(On an IOS device)
Release 3
I Can
See tailored / personal promo banners
(On an IOS device)
Release 4
I Can
View detailed MI reports
– weeks – weeks – weeks 2 - 3 weeks 1 - 2 weeks
23% call reduction
10% call reduction
8% call reduction
- -
- -3% increase
in upsell7% increase
in Upsell-
Release Proposition Example: My Account functionality for a loans provider
Benefits
– weeks – weeks 16 - 21 weeks 18 - 24 weeks 19 - 26 weeks
23% Reduction
33% Reduction
41% Reduction
41% Reduction
41% Reduction
3% Upsell 10% Upsell 10% Upsell
Timeline
Build a release plan
An initial view of
how Epics might be
delivered via
incremental
releases
More predictive on
the left
The right is more
open as plan may
change
20www.corecomconsulting.co.uk
Marketing Business Other
£25k n/a n/a
Cost Statement:
ProposedCurrent
Cost Benefit
Squad Cost
Business Analyst
Project Manager
Scrum Master
Tech Lead
Developer
Tester
Dev-ops
BI Analyst
x 0.5
x 0.5
x 0.5
x 0.5
Rate Card
RoleDaily Rate
(£)
Business Analyst
Project Manager
Scrum Master
Tech Lead
Developer
Tester
Dev-ops
BI Analyst
400
540
540
665
445
320
445
420
x 4
x 2
x 0.5
x 0.5
Role QuantityDaily Total
(£)Monthly Total
(£)
200
270
270
332.50
1780
640
222.50
210
3,600
4,860
4,860
5,985
32,040
11,520
4,005
3,780
Squad Total 3,925 70,650
Project Duration c. 7 months
Estimated Cost: £500k
Customers No. of Loans MPC (£) Total (£)
500k 1 £240 £120m
240k 2 or more £296 £71m
£191m
Customers No. of Loans MPC (£) Total (£)
450k (-50k) 1 £240 £108M
290k (+50k) 2 or more £296 £86M
£194M
Increase in UpsellCurrent
Proposed
Expectation: 10% of customers with 1 loan to take out a second loan
£3MBenefit
£800kBenefit
Reduction in calls
100% of calls
Answered by:
100 CSAs
At a cost of:
£2.7M p.a.
59% of calls
Answered by:
70 CSAs
At a cost of:
£1.9M p.a.
Expectation: 41% call reduction would free up
30 CSAs
x 1 CSA =£27k per annum
Wages... £20kBenefits & Training £7k
Estimated Benefit:
£3.8M p.a.
Estimated Cost:
£525k
Other Costs
Squad Costs
Have a Squad Scorecard
Understand cost
and burn rate
Understand goals
and benefits
Keeps the Squad
focused
21www.corecomconsulting.co.uk
Key:
Jan Feb Mar Apr May Jun Jul Aug Sept Oct
250 k
500 k
750 k
1 m
1.25 m
1.5 m
1.75 m
£
Project End£500 - £750k Benefit
Basic Banner(3% upsell)
£75 k
£325 k
£575 k
x
x
x
x
x
x
£825 k
£1 m
£1.3 m
Reduction in 15 CSA s per month
(£33k p.m.)
Personal Banner(10% upsell)
Reduction in 30 CSA s per month
(£67k p.m)
£135 kx
£202 kx
£269 kx
£336 kx
£403 kx
£67 k x£33 k
x
Benefits from Upsell (Cumulative)
Benefits from Cost Savings (Cumulative)
Predicted Benefits Example:
Plot performance
Plot proposed
benefits and costs
Indicate actuals
22www.corecomconsulting.co.uk
Month
Capacity
Epics
Depend-encies
JULCapacity: 72 days
Holidays, etc.: 6 days
Available (estimate): 66 days
Additional Holidays, etc.: 4 daysAvailable (actual): 62 days
JUNCapacity: 72 days
Holidays, etc.: 6 days
Available (estimate): 66 days
Cancelled Holidays: 6 daysAvailable (actual): 72 days
MAYCapacity: 72 days
Holidays, etc.: 6 days
Available (estimate): 66 days
Additional Holidays, etc.: 4 daysAvailable (actual): 62 days
APRCapacity: 72 days
Holidays, etc.: 10 days
Available (estimate): 62 days
Illness: 18 daysAvailable (actual): 44 days
MARCapacity: 72 days
Holidays, etc.: 0 days
Available (estimate): 72 days
Available (estimate): 72 days
FEBCapacity: 72 days
Holidays, etc.: 0 days
Available (estimate): 72 days
Available (estimate): 72 days
JANCapacity: 72 days
Holidays, etc.: 6 days
Available (estimate): 66 days
Available (estimate): 66 days
Launch Tasks
DECCapacity: 72 days
Holidays, etc.: 12 days
Available (estimate): 60 days
Available (estimate): 60 days
Epic Board Example (final): My Account functionality for a loans provider
Release 2I Can Update DD details / view
all statements / see promo banners
Enhanced Banners
Launch Tasks
MI Reports
Launch Tasks
XS J
S J
Release 4I Can view detailed MI Reports
Release 3I Can see tailored promo
banners
Registration
Enhanced Statements
Marketing Preferences
Basic Banners
Update Direct Debit Details
Settle Loan
Launch Tasks
Post Launch Bugs
Usage Reports
Release 1I Can Make an ad-hoc
payment / settle my loan
Launch Tasks
Make Payment
Post Launch Bugs
Enhanced Login
MVPI Can login / view statement /
view and update my account details
Basic StatementsUpdate Account
Details
Static Pages
App Deployment Mechanism
View Account Details
Phase 0 – Set up Tasks
Basic Login
Site Structure Framework
S J
S J
S K
S J
S K
L L
XS J
L L L J
L LL J
S K
S K
L L
L K
L JM J M K
M K
L J
M J
M J
M J
L J
Estimation Calculation Table (Days)
Complexity
T-Sh
irt
XS 1 3
S 6 8
M 11 13
L 16 18
XL 21 25
5
10
15
20
30
Live Issues
S K
Mop-up Tasks
L J
Enhanced Banners
XL L
Post Launch Bugs
XS J
Enhanced Statements
M L
Usage Reports
XL J
Settle Loan
S L
Partner Integration
M J
Post Launch Bugs
M K
Live Issues
S K
Live Issues
M K
Update Account Details
L K
Marketing Campaign
M J
Basic Login
S J
10% Call Reduction
23% Call Reduction
8% Call Reduction3% Increase in upsell
7% increase in upsell
Bugs / Fixes
Deliverables (Strategic)
Releases
Other work (Non – Strategic)
Technical Enabler / Debt
Key:
Keep the Epic Board up to date
Delivery will change
Plans will change
Opportunities or
threats will arise
23www.corecomconsulting.co.uk
BACKLOG COMING NEXTANALYSIS
In Done
ELABORATION
In Done
TEST ANALYSIS
In Done
Update email address
ML-125
Update Acc. Details
Update phone numbers
ML-124
Update Acc. Details
Update surname
ML-123
Update Acc. Details
View Previous Address
ML-64
View Acc. Details
System logs out after 10 mins (not 20 mins)
ML-717
Live Issue
Change Address
ML-126
Update Acc. Details
View Personal Info(names, dob, etc.)
ML-61
View Acc. Details
View current address
ML-69
View Acc. Details
View contact details
ML-68
View Acc. Details
Tracking token on email 2
ML-669
Marketing Campaign
Add email open rate to marketing dashboard
ML-665
Marketing Campaign
Tracking token on email 1
ML-666
Marketing Campaign
Show last logged in time
ML-62
View Acc. Details
Update marketing report
ML-687
Marketing Campaign
Delivery (Sprint n+1) Board Example: My Account functionality for a loans provider
XX
Visualise Squad Planning
Have a board
that shows Epics
being
decomposed into
Stories & Tasks
Measure flow
across the board
24www.corecomconsulting.co.uk
BACKLOGIMPLEMENTATION
In Done
DEPLOYED TO TEST ENVIRONMENT
EXPLORATORY TESTING
In Done
UAT
In Done
LIVE
Improve DB query performance
View Balance
View Last Statement
Export Last Statement
ML-93
ML-89
ML-90
ML-91
Basic Statements
Basic Statements
Basic Statements
Basic Statements
Can not generate quotes for TS17
postcode
ML-715
Live Issues
Quote Response Time > 5 mins
ML-719
Live Issues
Re-factor Go Links
ML-92
Basic Statements
Special Characters (ñ) note being passed via
API
ML-714
Live Issues
View Header Bar
Log Out
ML-71
ML-118
Basic Login
Basic Login
Print Agreement does not work on IE10
ML-711
Live Issues
Login
Homepage
ML-100
ML-101
Basic Login
Basic Login
Delivery (Sprint n) Board Example: My Account functionality for a loans provider
X
Visualise Squad Delivery
Show Stories &
Task delivery
Measure flow
25www.corecomconsulting.co.uk
Squad Healthcheck
Sprint Burn Down Chart
ROI Totalizer
Actual
Predicted
Days
Sto
ry P
oin
ts
Cumulative Frequency Diagram (CFD)
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5
Product Owner
Mission
Validation
Scrum Master
SDLC
Team
Ease of Release
Org. Support
£
Agreed Evolution Point
Agreed Roll Back Point
Delivery Metrics Examples: Visualise Progress
Sprint Burndowns
Release Burndowns
Squad health
Cumulative Flow
(speed of delivery)
Benefits temperature
gauge
26www.corecomconsulting.co.uk
r
Head of Channel(Business Unit)
Provides channel vision Responsible for channel P&L Owns Client / Partner Relationships
Product Owner
Customer Focused Creates and prioritised backlog Responsible for due diligence (finance, risk,
legal) Drives customer centric concepts /
innovation
UX Designer
Creates personas Runs focus groups / workshops Builds prototypes (rapidly) Validates findings
Project Manager
Impartial delivery view Focused on key metrics (Cost, Time, Scope) Co-ordinates 3rd Party dependencies Co-ordinates internal dependencies (ie
other squads)
Scrum Master
Rapid, Repeatable Delivery Visualises progress (Success & Failure) Empowers team to optimise delivery (ways
of working / SDLC)
Business Analyst
Decomposes product backlog (PTEST / Acceptance Criteria)
Prioritises on value Aids visualisation of benefits received Acts as proxy Product Owner
Technical Lead
Pragmatic tech implementation Solution focused (Platform / Application /
Performance / Security) Focused on delivery of value & future
capability
Tester
Tests the solution Verifies against the acceptance criteria UATs with the Product Owner
Dev-Ops Engineer
Ensures code and be deployed rapidly and regularly
Platform / Pipeline tools are optimized Alerting / monitoring / logging is in place Rapid TDD / TDR
Developer
Builds / codes the software solution Ensures the product is production ready Provides estimates / demos / retros UATs with Testers and Product Owners
Relationship Network Diagram Example: For a Single Squad
Squad Organisation Structure
Centred on a dedicated
Product Owner reporting to a
Head of Channel
Squad sits together
29www.corecomconsulting.co.uk
x2 Product Owner
Customer Focused Creates and prioriti sed
backlog Respon sible for due
dil igence (finance, ri sk, legal)
Drives customer centric co ncepts / innovatio n
UX Designer
Creates personas Runs focus groups /
workshops Bui lds prototypes
(rapidly) Validates findings
Scrum Master
Rapid, Repeatable Del ivery
Visualises progress (Su ccess & Failure)
Empowers team to optimise delivery (ways of workin g / SDLC)
Business Analyst
Decomposes product backlog (PTEST / Acceptance Criteria)
Priori tises on value Aids visual isation of
benefits received Acts as proxy Pro duct
Owner
Technical Lead
Pragmatic tech implementation
Solutio n focused (Platform / Application / Performance / Security)
Focused on del iver y o f value & future capabili ty
Tester
Tests the solution Veri fies against th e
acceptan ce criteria UATs with the Product
Owner
Dev-Ops Engineer
Ensures code and be deployed rapidly and regularly
Platform / Pipeline tools are optimized
Alerting / monitoring / logging i s in place
Rapid TDD / TDR
Developer
Bui lds / codes the software solution
Ensures the product is production ready
Provides estimates / demos / retros
UATs with Testers and Product Owners
x3 Product Owner
Customer Focused Creates and prioriti sed
backlog Respon sible for due
dil igence (finance, ri sk, legal)
Drives customer centric co ncepts / innovatio n
UX Designer
Creates personas Runs focus groups /
workshops Bui lds prototypes
(rapidly) Validates findings
Scrum Master
Rapid, Repeatable Del ivery
Visualises progress (Su ccess & Failure)
Empowers team to optimise delivery (ways of workin g / SDLC)
Business Analyst
Decomposes product backlog (PTEST / Acceptance Criteria)
Priori tises on value Aids visual isation of
benefits received Acts as proxy Pro duct
Owner
Technical Lead
Pragmatic tech implementation
Solutio n focused (Platform / Application / Performance / Security)
Focused on del iver y o f value & future capabili ty
Tester
Tests the solution Veri fies against th e
acceptan ce criteria UATs with the Product
Owner
Dev-Ops Engineer
Ensures code and be deployed rapidly and regularly
Platform / Pipeline tools are optimized
Alerting / monitoring / logging i s in place
Rapid TDD / TDR
Developer
Bui lds / codes the software solution
Ensures the product is production ready
Provides estimates / demos / retros
UATs with Testers and Product Owners
x1 Product Owner
Customer Focused Creates and prioriti sed
backlog Respon sible for due
dil igence (finance, ri sk, legal)
Drives customer centric co ncepts / innovatio n
UX Designer
Creates personas Runs focus groups /
workshops Bui lds prototypes
(rapidly) Validates findings
Scrum Master
Rapid, Repeatable Del ivery
Visualises progress (Su ccess & Failure)
Empowers team to optimise delivery (ways of workin g / SDLC)
Business Analyst
Decomposes product backlog (PTEST / Acceptance Criteria)
Priori tises on value Aids visual isation of
benefits received Acts as proxy Pro duct
Owner
Technical Lead
Pragmatic tech implementation
Solutio n focused (Platform / Application / Performance / Security)
Focused on del iver y o f value & future capabili ty
Tester
Tests the solution Veri fies against th e
acceptan ce criteria UATs with the Product
Owner
Dev-Ops Engineer
Ensures code and be deployed rapidly and regularly
Platform / Pipeline tools are optimized
Alerting / monitoring / logging i s in place
Rapid TDD / TDR
Developer
Bui lds / codes the software solution
Ensures the product is production ready
Provides estimates / demos / retros
UATs with Testers and Product Owners
Head of Channel(Business Unit)
Head of Channel(Business Unit)
Head of Channel(Business Unit)
Head of IT(Change)
Head of IT(Delivery)
Head of IT(Architecture)
CTO
IT Change
Co-ordinates
Business Change
Co-ordinates
MD
V
M
O
S
T
V
M
O
S
T
V
M
O
S
T
V
M
O
S
T
VMOST of VMOSTs
MTP / Quarterly Update
V
M
O
S
T
Group IT VMOSTMTP / Quarterly Update
Requests from Supporting Services
(Risk, Finance, etc.)
Requests from Supporting Services
(Risk, Finance, etc.)
Requests from Supporting Services
(Risk, Finance, etc.)
IT Projects
Scaling
Multiple Head of
Channels
Each with multiple
Product Owners sitting
in multiple Squads
Head of Channel
supported by a Head of
IT partner reporting into
the CTO
30www.corecomconsulting.co.uk
glenn.crossley@hitachicapital.co.uk
tom.walton@infinityworks.com
gary.green@infinityworks.com
www.corecomconsulting.co.uk
32
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