does16 london - jonathan smart - from oil tankers to speedboats
TRANSCRIPT
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From Oil Tankers to SpeedboatsAgility & DevOps at ScaleJonathan Smart @jonsmart June 2016
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Context
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Barclays moves, lends, invests and protects money for customers and clients worldwide
325 years oldFounded 1690Four years before the Bank of England
130,000 employees in 40 countriesPersonal banking, credit cards, corporate and investment banking and wealth management48m customers
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A history of innovationFirst female bank manager
First credit card (outside US)
First cash machine
First mobile payments transfer
First mobile cheque imaging
Barclays Accelerator
Blockchain smart contracts
Embracing Agile & DevOps
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Barclays processes payments worth 30% of the UK GDP every single day
~£600 billion a day
£220 trillion per annum
Mission Critical
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1. Source: Wikipedia2. Source: The McLaughlin-Sherouse List: The Top 10 Most Regulated Industries in 2014 (Depository and Non-
depository)
222 Financial Regulatory Authorities globally1
Financial Services is the most regulated industry2
Hundreds of internal standards
Waterfall Lifecycle, 7 gates, 28 artefacts
Highly Regulated
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A better way of working
Risk Quality Concept to Cash time
Delight customers and engage colleagues
Disruptive innovation and new entrants
Survival of the ...?
Why Agility?
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Agility at Scale
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Agility = Agile + DevOps
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My charter
Servant Leader on agility across Barclays
Barclays UK
Personal Banking UK Cards
Wealth, Entrepreneu
rs & Business Banking
Barclays Corporate & International
Corporate and
Investment Bank
Consumer, Cards and Payments
Barclaycard & Wealth Internation
al
Holistic Agility (incl. Audit, HR, Finance, Real Estate, etc.)
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How are we doing after 16 months?
From 4% to more than 50% of spend on strategic change being spent with agile practices
800+ additional teams now working with agile practices (approx. 10,000 people)
30,000 training attendances
As far as we know, the world’s fastest and largest agility adoption
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How are we doing after 16 months?
56% of apps deploy every 0-4 weeks
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How are we doing after 16 months?
56% of apps deploy every 0-4 weeks
Lead Time
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How are we doing after 15 months?
56% of apps deploy every 0-4 weeks
Lead Time
Jan-15 Jan-16
Throughput: Average number of Stories completed per month per
app (n=145) 3x increase
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How are we doing after 16 months?
56% of apps deploy every 0-4 weeks
Lead Time
Quality
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How are we doing after 15 months?
56% of apps deploy every 0-4 weeks
Lead Time
Quality
Code Complexity average per app (n=87)
Jan ’15 Feb ‘16
50% reduction
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How are we doing after 15 months?
56% of apps deploy every 0-4 weeks
Lead Time
Quality
Test Code Coverage average per app (n=50)
Jan ’15 Feb ‘16
50% increase
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How are we doing after 15 months?
56% of apps deploy every 0-4 weeks
Lead Time
Quality
Release Cadence = Incidents
Business Area 1 ..... Business Area N
% a
pps
depl
oyin
g 0-
4 w
eeks
Incidents per app (average)
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How are we doing after 16 months?
56% of apps deploy every 0-4 weeks
Lead Time
Quality
Satisfaction
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How are we doing after 15 months?
56% of apps deploy every 0-4 weeks
Lead Time
Quality
Satisfaction
NPS score +217-10 = 79%
How much would you recommend an agile way of working to a colleague? (864 respondents)
1 2 3 4 5 6 7 8 9 10-5%
0%
5%
10%
15%
20%
25%
30%
35%
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How are we doing after 16 months?
Example: Derivatives system
Testing duration (8 days to 20 mins, 192x faster)
Release frequency (7 to 70 times per month)
Quality (zero recent production incidents)
First to clear $1 trillion in OTC Clearing notional
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How are we doing after 16 months?
A great start
You don’t have to be a unicorn
Lasting culture change takes years
We still have lots to do
What are our lessons learnt so far?
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Cultureis huge
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Aiki...
...is to pull when you are pushedto push when you are pulled
It is the spirit of slowness and speedof harmonizing your movement
with your opponent
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Blending not clashing
Use of Internal Strength
Leading the assailant
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One Size Does Not Fit All
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Scaling
Don’t scale agile: Descale the work first
Enterprise Scaling is Breadth, Diversity and Complexity
Shu Ha Ri
Product : Team cardinality 1:1 1:M M:M M:1
10s, 100s, 1000s, 10000s, 100000s people
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Practices = Principles + Context
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3 Common Scaling FrameworksDisciplined AgileSAFeLeSS
Our overarching approach is based on DA as a goal based, enterprise aware, not one size fits all, risk & value, framework, suitable for enterprise scaling
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One Size Does Fit All
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Why
Principles
Change Lifecycle
Roles
Targets
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Blending not clashing
Use of Internal Strength
Leading the assailant
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Top Down and Bottom Up
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Communities of Practice
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Champion Network
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Story Telling
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Training and Coaching
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Leadership Training
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Leadership at all levelsAutonomy, Purpose and Mastery
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Technical Excellence
Agile Architecture
Agile HR
Agile Portfolio Management
Working Environment
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DevOps Leadership Forum
Federated, not centralised, not decentralised
DevOps Champions
DevOps is not a role
DevOps is a practice, it can’t be purchased
DevOps at Scale
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Blending not clashing
Use of Internal Strength
Leading the assailant
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BizFinancePMOHRLegalComplianceAuditDevSecOps
is needed for Business Agility
Otherwise Impedance Mismatch
Holistic Feature Teams
In large enterprises Dev+Ops is not enough – it has to be “Holistic Agility”
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Agility and Control
Control Tribes
Control Tool
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Agile Control Tool
Assigns Epic to Control Tribe, emphasis on early and often conversation
Lean process. From 7 control pointsto 2
One place for everything
20 questions, not hundreds
From 58 days elapsed to 1 day elapsed
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Agility Levels
Agility Level Description Agility Criteria
Level 1 Mobilising Largely Cross functional Team…
Level 2 TransitioningDaily Coordination MeetingRegular Show and Tell…
Level 3 Established
WIP limitedLead Time reducedTechnical Excellence...
Level 4 Optimising
Teams optimising their practicesLead Time further reducedHolistic Business Agility…
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Sep-15 Dec-15 Mar-16 Jun-16 Sep-16 Dec-16 Mar-17 Jun-17 Sep-17 Dec-170%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Agility 1 & 2 Agility 3 & 4
... allows us to forecast and measure
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Blending not clashingOne size does not fit all
Use of Internal Strength
Champions, Leadership, Communication
Leading the assailantAgility Levels, Holistic
Aiki…
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The forward path...
From Business & Technology to ProductHolistic Business AgilityInterconnected EcosystemsEvolutionary RevolutionExperimental RevolutionContinual and sustainable change is a competence
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Here’s some areas we would welcome input
In a highly regulated environment:
Information security & public cloud
Containers at scaleauditability, debugability, traceability
SOX & Dev access to Production
Any stories of holistic agility at scale!
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Thank You
@jonsmart