Scaling agility across the Enterprise.Focus on visibility, consistency and keeping track of the bigger picture

David Weir – Head of DevelopmentGraham Fisher – Head of PMO

Presentation Summary

• Callcredit – overview• Why we needed to become Agile• Scrum Boards – Common Pitfalls• Scrum Boards – Quick Wins• Practical walkthrough• Increase visibility across the Enterprise/

Multiple Programmes• Q & A

Experts in enabling smarter decisions, by converting clients own DATA into INFORMATION

Introducing Callcredit

• More than 800 employees in ten locations, headquarters in Leeds

• Vertically split into 3 sectors:- Credit, Marketing and Consumer.

• Serving leading companies in Financial Services, Telecoms, Retail, Utilities and Insurance

Strong Corporate Structure & GovernanceGroup Structure

• Direct and database marketing• Consumer analysis and segmentation• Database building and management• Customer handling and marketing programmes • Market intelligence and predictive modelling• Digital marketing

Marketing Solutions

• Innovative credit referencing tools• Credit scoring and analytics• Affordability assessment• Identity verification and bank account validation• Collections and recoveries tools• process benchmarking ltd also sit here

CreditSolutions

• Callcredit Check• Online consumer solutions• Payment platforms

Consumer Markets

Tremendous growth in a short time period.

• Callcredit was formed2000•Callcredit, EuroDirect (est. 1991) and GMAP (est. 1983) were

brought together under the name Skipton Information Group2003• Legatio and DecisionMetrics were acquired•Opened a regional office in Japan2007•Broadsystem (est. 1984) was acquired•Renamed Callcredit Information Group2008•Management team led a MBO backed by Vitruvian Partners,

a private equity business2009•Further acquisitions – pbl, Latitude and The Trading Floor2010/2011

We rolled out DSDM in 2011

Alike SCRUM/XP/Generic Agile :- • DSDM deals with changing requirements that are prioritised. • DSDM works on iterative model, whilst SCRUM uses terms like “Sprints”, DSDM

uses “Timebox”• Feasibility Foundations Exploration Engineering Deployment• DSDM has no need to detail the requirements up front. • DSDM is feature driven.

A Project Team (Alien Baby)

Head of the Alien Baby (Chickens)• Business Sponsor == Product Sponsor• Project Manager == Scrum Master• Technical Co-ordinator == Architect

Body of the Alien Baby (Pigs)

• DSDM Team Lead == Scrum Master• Business Ambassador == Product Owner• Business Analyst == Developer• Solution Developer == Developer• Solution Tester == Quality Assurance

Scrum Boards / White Boards

• Provides a focal point for the project team• Assists the velocity• Are we working on the right things• What’s blocked• What is committed / time left

• Ensures important steps are not missed

• Provides visibility……provided that we stick to a few simple rules.

No Scrum board is the same

Examples of some of our white boards

Quick Win 1: Project Info

• Name of the Project or Product• Timebox Start Date• Timebox End Date• Optional • RAG• Current Stage• Due Date

Backlog

Derived from Timebox Planning

Q13

Where a priority is decided then this shows

the next story to move to development

In Progress

A story currently in development

Q13

Where a number of stories are completed and awaiting QA they can be

prioritised here

In QA

A story currently in QA

Done

Completed stories ready for timebox

releaseStory Section

Task Section

Quick Win 2: Consistent Sectors

Quick Win 3: Colour Coding

STORY

A

As a business ambassador I want to be able to ............ So that

TASK

A.1

Write query to allow ............. To be retrieved

A

A.1 BLOCKER

QA Resource Unavailable

Blocker

Issue

Issue

Test Database Corrupted

Project Whiteboard

Backlog Q13

In Progress Q13

In QA Done

A

D

B

G

C

E

F

A.1 A.3 A.2 A.4A.5

D.2D.1 D.3

B.1 B.2 B.3

E.4E.1 E.2 E.3

E.6

F.1 F.2

G.5G.4G.1 G.2 G.3

I B

Quick Win 4: Consistent Progression

Practical Walkthrough - Scenario

• There is a development conference in Southampton (UK) scheduled for 4th May 2013. We have won the exclusive catering contract for this event.• We must transport 2 Tonnes of bananas from

Rio (Brazil) to the Event• We must arrive via France in order to pay the

minimal European import tax

Practical Walkthrough – NFR’s

• The transport must arrive before May 2013• Bananas will only last 6 weeks unrefrigerated• Southampton port is not used to international

trade therefore we must upgrade its navigational aids.

• 2 Projects. Build a Boat, and Build a Lighthouse

The Boat Design

The lighthouse Design 1

The lighthouse Design 2

The lighthouse Design 3

The Plan

The Boat: Halfway checkpoint

The Lighthouse: Halfway Checkpoint

The Boat: Complete (Ahead of Schedule)

The lighthouse: Complete J.I.T

Conclusion

Post Implementation Review

• Boat twice as fast as expected• The light house was delayed• The boat was finished and released early• The daylight savings hours (march) wasn't considered• ......Lots of other reasons etc.

Generally • Each project acted exactly as it should have done to satisfy it’s own

requirements.• Each project approached the delivery using many of the tried and tested agile

techniques (incl. Running their whiteboards/scrum boards as demonstrated – this doesn't guarantee success)

• Doing right by their own project but by the programme/Enterprise • No overarching ownership

FUNDAMENTALLY – Each project was not concerned or visible to one another despite their joint goals– NO ONE WAS LOOKING

Scrum of Scrums

• 9:45am daily ‘huddle’ which contains all PM’s and other stakeholders to discuss issues/status of the day.• Reports on the major issues, concerns,

changes and state of every project in a programme• Contains key individuals who can un-block

major issues (Dev/QA/DBA/Infrastructure)

Our Scrum of Scrums Board

Project Cards

• Project Name• Release Name • PM Initials• Release Date• RAG Status• Any associated Issues

or Blockers