Download - Innovation games + agile in retail banking
January 24-‐25, 2013 Igsummit.weebly.com
Innova>on Games & Agile in Retail Banking
Xavier Warzee, CTO
Paris, France xwarzee@palo-‐it.com
& Catherine Boudlal, Agile Coach
Cédric Mainguy, Marke>ng Specialist Sidi MoHammed Ramdani, Coach
January 24-‐25, 2013 Igsummit.weebly.com
Xavier Warzee
2012: IG Trained Facilitator
2011 -‐ 2013: Scrum Day chair 2013: Scrum Gathering chair
2010: French Scrum User Group President
2006: Cer>fied Scrum Master
2006: Agile Alliance
2001: Internet/Web applica>ons
1995: Simula>on/Design of complex systems
1989: Object Oriented Technologies
January 24-‐25, 2013 Igsummit.weebly.com
Agenda
ü Objec>ves of the Retail Bank
ü Our approach
ü The Workshops J
ü Closing remarks
January 24-‐25, 2013 Igsummit.weebly.com
OBJECTIVES OF THE RETAIL BANK
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January 24-‐25, 2013 Igsummit.weebly.com
How to reduce Time
January 24-‐25, 2013 Igsummit.weebly.com
to Market
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In Retail Banking IT departments?
January 24-‐25, 2013 Igsummit.weebly.com
January 24-‐25, 2013 Igsummit.weebly.com
January 24-‐25, 2013 Igsummit.weebly.com
January 24-‐25, 2013 Igsummit.weebly.com
Agile “Methods” • Lean – 1987 • Dynamic Systems Development Method
(DSDM) -‐ 1995 • eXtreme Programming (XP) – 1996 • Scrum – 1996 • Feature Driven Development (FDD)-‐ 1997 • Agile Manifesto – 2001 • Agile Unified Process -‐ 2002 • Lean Sohware Development – 2003 • Crystal Clear – 2004
January 24-‐25, 2013 Igsummit.weebly.com
January 24-‐25, 2013 Igsummit.weebly.com
The context
• Itera>ve, Agile, Unified Process, Waterfall, …
Several types of project management
• Offshore, distributed teams, • IT teams leading Business choices!, …
Several types of organiza>ons
• BI, Mainframes, Web, Java, … Several types of technologies
• Belgium, France, Italy, Luxembourg And several countries
January 24-‐25, 2013 Igsummit.weebly.com
January 24-‐25, 2013 Igsummit.weebly.com
Xavier Catherine
Cédric
“Hammed”
Maarten Volders
January 24-‐25, 2013 Igsummit.weebly.com
Why Play Games?
To collect a large number of informa9on in a short period of >me
To engage teams to ease the next step: start a transforma9on!
To facilitate the emergence of new agile organiza>ons for various contexts, countries, cultures, maturi>es, …
January 24-‐25, 2013 Igsummit.weebly.com
OUR APPROACH
January 24-‐25, 2013 Igsummit.weebly.com
Interviews?
Image credit: auremar / 123RF Banque d'images
January 24-‐25, 2013 Igsummit.weebly.com
January 24-‐25, 2013 Igsummit.weebly.com
January 24-‐25, 2013 Igsummit.weebly.com
January 24-‐25, 2013 Igsummit.weebly.com
January 24-‐25, 2013 Igsummit.weebly.com
January 24-‐25, 2013 Igsummit.weebly.com
January 24-‐25, 2013 Igsummit.weebly.com
January 24-‐25, 2013 Igsummit.weebly.com
SWOT to collect Current Contexts and Prac9ces
And focus on issues and expecta9ons
20/20 Vision to Validate and select recommenda9ons
$100 Test to Implement in an IT
department: To put priori9es on recommenda9ons
Graphic Gameplan to Implement in an IT department: To define a
roadmap to adopt prac9ces
Selected Games
January 24-‐25, 2013 Igsummit.weebly.com
The “corporate” presenta>on Interviews
Current level of Agile Agile Best
Prac9ces Guide Current Contexts and Prac9ces Recommenda9ons
Valida9on and selec9on of recommenda9ons
Implementa9on Guide V0
Implementa9on in an IT department
Implementa9on Guide V1
Workshop 2 Workshop 3
Workshop 1
January 24-‐25, 2013 Igsummit.weebly.com
Tables of Law J Implementa>on Guides
Agile Methods Guide Interviews results Current Prac>ces
& Recommenda>ons To adopt Agile Prac>ces
January 24-‐25, 2013 Igsummit.weebly.com
WORKSHOP 1
Current Contexts and Prac9ces
January 24-‐25, 2013 Igsummit.weebly.com
Let’s Play a SWOT
January 24-‐25, 2013 Igsummit.weebly.com
Collec>ng current development prac>ces
7 Teams from 4 countries
People quickly engaged
January 24-‐25, 2013 Igsummit.weebly.com
Each team lists its current prac>ces (here, slides of remote teams)
January 24-‐25, 2013 Igsummit.weebly.com
SWOT
Mechanics
• Teams from different departments from 4 countries listed their current development prac>ces on Post-‐its.
• Then, each team shared their Post-‐its on the SWOT board explaining the why?
• Goal: Quickly find current issues and map current dev process really used!
January 24-‐25, 2013 Igsummit.weebly.com
SWOT Our observa>ons
• Teams felt engaged
• Quickly they used walls and Post-‐its
• Lot of discussions during the prac>ces collec>on
• Real contexts emerged through explana>ons when Post-‐its were added on the SWOT board
• Discussions between teams from different organiza>ons give us context to collected prac>ces
January 24-‐25, 2013 Igsummit.weebly.com
SWOT
January 24-‐25, 2013 Igsummit.weebly.com
Office space organiza9on • Dedicated mee>ng rooms • Communica>on tools (visual, chats, mails,
RSE, etc.) • Open Space Project Infrastructure • Development Env. • Internal tes>ng plasorm • Valida>on tes>ng plasorm • Con>nuous integra>on plasorm • Pre-‐produc>on plasorm • Pilot plasorm • Documenta>on server Project Organiza9on • Features development splitng • Itera>ve development • Incremental development Project management • MCIP method • Scrum usage
• Project Planning • Es>ma>on • Project follow up • Project commiuees • Architecture commiuees • Release configura>on management • War room (Dev., Testers, Business) • Tasks priori>es defini>on Specifica9ons Management • UML specifica>ons • UML -‐ Uses Cases / Actors • Func>onal Analysis • Technical Analysis • GUI mock ups • Requirements traceability(QC) Development • Unit Tests • Anomalies management V&V tes9ng • Valida>on tes>ng
Strength Office space organiza9on • Open space • Classical office • Remote open space • Remote classical office • Dedicated mee>ng rooms • Communica>on (camera, chats,
mails, RSE, etc.) Project Infrastructure • Development Env. • Pre-‐produc>on plasorm • Pilot plasorm • Produc>on plasorm Project organiza9on • Ver>cal teams
• Specialized teams • Transversal teams • Domain teams Requirements Management • Func>onal Analysis • GUI mock ups • Requirements traceability Development • Build • Unit tes>ng • Coding norms and standards Project Management • Daily tasks management
Weaknesses
Threat Office space organiza9on • Open Space • Dedicated mee>ng rooms Project Infrastructure • Con>nuous integra>on plasorm • Wiki Server Project Organiza9on • Specialized team • Features development splitng Requirements Management • Requirements traceability • Requirements documenta>on • Quality Center U>liza>on Development • Unit tes>ng • Technical documenta>on / Wiki
• Coding norms and standards Tests V&V • Integra>on tes>ng • Verifica>on tes>ng • Performance tes>ng Project Management • Quality Insurance Plan • Es>ma>on • Architecture Commiuees • Project Debriefing • War room (Dev., Testers, Business) • Tasks priori>es management Indicators • Project status • Quality • Workload • Costs
Office space organiza9on • Remote classical office Project Infrastructure • Con>nuous integra>on plasorm • Pre-‐produc>on plasorm • Pilot plasorm • Produc>on plasorm Project Organiza9on • Ver>cal teams • Specialized teams
• Features development splitng Project Management • External access to documents
repositories
Opportuni9es
Lot of feedback provided
January 24-‐25, 2013 Igsummit.weebly.com
SWOT ANALYSIS & RECOMMENDATIONS
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SWOT analysis
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SWOT analysis
January 24-‐25, 2013 Igsummit.weebly.com
Recommenda>ons
January 24-‐25, 2013 Igsummit.weebly.com
Recommenda>ons
January 24-‐25, 2013 Igsummit.weebly.com
WORKSHOP 2
Valida9on and selec9on of recommenda9ons
January 24-‐25, 2013 Igsummit.weebly.com
January 24-‐25, 2013 Igsummit.weebly.com
20/20 Vision
Mechanics
• Write your feedbacks about prac>ces on Post-‐its for 5mn • One feedback per Post-‐it • Consider important prac>ces according to your context
• Goal : • Collect your feedbacks to improve your agile adop>on roadmap
• Types of feedbacks : • Instant feedbacks • Easy versus difficult to implement in your context • Great versus poor business value • Relevance level in your context : low, medium, high • …
January 24-‐25, 2013 Igsummit.weebly.com
20/20 Vision
Our observa>ons
• We avoid self-‐censorship – all members share their cards
• People keep a global view by arguing on priori>es with all teams
• We put a large amount of informa9on in context
• These informa>on in context helped to define a common path to be agile taking into account organiza>ons, skills, maturity in terms of Agile prac>ces, …
January 24-‐25, 2013 Igsummit.weebly.com
20/20 Vision
January 24-‐25, 2013 Igsummit.weebly.com
A common path to be Agile!?
Tables of laws J
January 24-‐25, 2013 Igsummit.weebly.com
Result of the workshops
January 24-‐25, 2013 Igsummit.weebly.com
Maps of the Agile World hup://guide.agilealliance.org/subway.html
January 24-‐25, 2013 Igsummit.weebly.com
WORKSHOP 3 : FIND A PATH TO AGILITY FOR A GIVEN DEPARTMENT
Implementa9on in an IT department
January 24-‐25, 2013 Igsummit.weebly.com
$100 Test Game
Mechanics
• A team assigns rela>ve value to a list of dev prac>ces selected in the previous workshop by spending an imaginary $100 together.
• The selec>on must be done as a team and choices must be explained
January 24-‐25, 2013 Igsummit.weebly.com
$100 Test Game
Our observa>ons
• By using the concept of cash, people are more focused and more engaged than with an arbitrary point or ranking system
• Ease the transi9on by involving the team as a whole and by deciding the priori>es in collabora>on
January 24-‐25, 2013 Igsummit.weebly.com
$100 Test Game
January 24-‐25, 2013 Igsummit.weebly.com
Topic Pra9ques $ Why? Constitution de l'Equipe
-
Autonome et Pluridisciplinaire 10 Efficacité et rapidité Gestion des spécifications
-
Use case estimé -‐ valeur métier, Priorité,Critères d'acceptation, Taille rentre dans 1 sprint, Valeurs de tests fournies
8 Priorisation des Use cases
Définition du contenu d'un incrément -‐ Story Map 3 Représentant métier et technique ensemble dès le démarrage du
projet 7 Validité de la solution
Planning d'une itération 5 Planning de release sur la base de la vélocité 2 Réunion quotidienne 7 Transparence et suivi des risques Maintenance d'un tableau des tâches destiné aux membre de
l'équipe 2
Démonstration 5 Visibilité avancement Rétrospective 5 Capitalisation - Amélioration Backlog grooming -‐ Définition des Efforts, Risque des use cases,
revue des priorités, Gestion du changement 6
Recette en cours et fin d'itération -‐ Vérif & Valid 4 Management Visuel -‐ Mur d'information 3 Définition de "Fini" 4 Le code - Gestion de configuration 2 Tests unitaires 2 Normes et standards de code 2 Refactoring 2 Utilisation de l'Intégration continue -‐ Build automatisé 8 Fluidité - Stabilité - Sécurité Tests fonctionnels automatisés 2 Vérification sur la plateforme de vérification 4 Indicateurs - Burn Down Chart 4 Vélocité 4
$100
January 24-‐25, 2013 Igsummit.weebly.com
Graphic Gameplan
Mechanics
• From the result of the $100 test game, take most important prac>ces.
• Find problems to implement them • Propose steps to achieve implementa>on
January 24-‐25, 2013 Igsummit.weebly.com
Graphic Gameplan
Our observa>ons
• The team took into account dependencies to adopt the prac>ces
• The team acted in collabora>on easing next step to implement prac>ces
• First roadmap defined as a team J
January 24-‐25, 2013 Igsummit.weebly.com
Graphic Gameplan
January 24-‐25, 2013 Igsummit.weebly.com
$ Pra9ques retenues Problème(s) iden9fié(s) ? Etape 1 Etape 2 Etape 3
10 Equipe autonome et pluridisciplinaire
-‐ Pb organisa>onnel: cloisonnement par discipline
-‐ Ou>llage pour être autonome (plateforme de receues)
-‐ Isola>on des perturba>ons extérieures
-‐ Implica>on du mé>er -‐ Iden>fier un expert par discipline dans chaque équipe (mé>er, archi, dev, test, packaging)
-‐ Forma>ons sur les disciplines -‐ Forma>on méthodes
agile -‐ Forma>on par rôle Agile iden>fié
8 Use case es>més Implica>on mé>er
8 Intégra>on con>nue -‐ Coûts de l’infrastructure -‐ Compétences -‐ Disponibilité des plateformes dans les CSB
Déployer Former U>liser
7 Mé>er et IT ensemble au démarrage du projet
Informa>on sur le démarrage de l’avant projet Iden>fier un représentant mé>er et IT dès le démarrage
7 Réunions quo>diennes -‐ Equipe dédiée +++ -‐ Espace disponible pour tenir les réunions
quo>dienne -‐ Espace d’affichage -‐ Moyen de communica>on (infra et ou>l
projet)
Organisa>on systéma>que
6 Backlog grooming Implica>on mé>er et de toute l’équipe Mé>er dédié travaille sur l’affinage du backlog L’équipe es>me au fur et à mesure
Planifier ces tâches de revues du backlog dans les itéra>ons
5 Planning des itéra>ons A intégrer dans la méthode de conduite de projet: formaliser l’étape
Faire un guide
5 Démonstra>on Organisa>on systéma>que
5 Rétrospec>ve Organisa>on systéma>que
Graphic Gameplan
January 24-‐25, 2013 Igsummit.weebly.com
WORKSHOPS PLAYED BY AN IT DEPARTMENT
January 24-‐25, 2013 Igsummit.weebly.com
CHECK THE CURRENT PRACTICES: SWOT AT THE LEVEL OF THE IT DEPARTMENT
January 24-‐25, 2013 Igsummit.weebly.com
Current Dev Prac>ces Infrastructure
Organisa9on de l’espace
Organisa9on Projet
Ges9ons des specs Dev Tests Ges9on de projet Indicateurs
Env. d’intégra>on
Bureaux classiques distants
Equipes en silo
UML – Use cases -‐ RSM
Ges>on des anomalies ALM Tests Unitaires
Plan assurance qualité
Indicateurs avancement
Env. Receue MOA
Sépara>on MOA / MOE / Sous-‐traitants Méthode MCIP
UML – Diag de classes RSM
Concep>on détaillée
Spec. Papier Tests
d’intégra>on Planifica>on Indicateurs qualités
Env. receue interne
Lo>ssement des développements
Traçabilité des exigences Doc technique
Tests de performance Chiffrage
Indicateurs de charge
Env. de développement
Modèle du datawarehouse dans PowerAMC -‐
RSM Dossier
d’exploita>on Réunions de valida>on
Indicateurs de coûts
Dossier
d’installa>on Réunions de
projet
Comités de projet
Débriefe de
projet
Suivi
d’avancement
Ges>on et suivi des versions
January 24-‐25, 2013 Igsummit.weebly.com
WORKSHOP 1: SWOT
January 24-‐25, 2013 Igsummit.weebly.com
Workshop 1 Agile level adop>on
January 24-‐25, 2013 Igsummit.weebly.com
Workshop 2 results
Agile Prac>ces to adopt
January 24-‐25, 2013 Igsummit.weebly.com
Topic Pra9ques $ Why? Constitution de l'Equipe
-
Autonome et Pluridisciplinaire 10 Efficacité et rapidité Gestion des spécifications
-
Use case estimé -‐ valeur métier, Priorité,Critères d'acceptation, Taille rentre dans 1 sprint, Valeurs de tests fournies
8 Priorisation des Use cases
Définition du contenu d'un incrément -‐ Story Map 3 Représentant métier et technique ensemble dès le démarrage du
projet 7 Validité de la solution
Planning d'une itération 5 Planning de release sur la base de la vélocité 2 Réunion quotidienne 7 Transparence et suivi des risques Maintenance d'un tableau des tâches destiné aux membre de
l'équipe 2
Démonstration 5 Visibilité avancement Rétrospective 5 Capitalisation - Amélioration Backlog grooming -‐ Définition des Efforts, Risque des use cases,
revue des priorités, Gestion du changement 6
Recette en cours et fin d'itération -‐ Vérif & Valid 4 Management Visuel -‐ Mur d'information 3 Définition de "Fini" 4 Le code - Gestion de configuration 2 Tests unitaires 2 Normes et standards de code 2 Refactoring 2 Utilisation de l'Intégration continue -‐ Build automatisé 8 Fluidité - Stabilité - Sécurité Tests fonctionnels automatisés 2 Vérification sur la plateforme de vérification 4 Indicateurs - Burn Down Chart 4 Vélocité 4
$100
January 24-‐25, 2013 Igsummit.weebly.com
$ Pra9ques retenues Problème(s) iden9fié(s) ? Etape 1 Etape 2 Etape 3
10 Equipe autonome et pluridisciplinaire
-‐ Pb organisa>onnel: cloisonnement par discipline
-‐ Ou>llage pour être autonome (plateforme de receues)
-‐ Isola>on des perturba>ons extérieures
-‐ Implica>on du mé>er -‐ Iden>fier un expert par discipline dans chaque équipe (mé>er, archi, dev, test, packaging)
-‐ Forma>ons sur les disciplines -‐ Forma>on méthodes
agile -‐ Forma>on par rôle Agile iden>fié
8 Use case es>més Implica>on mé>er
8 Intégra>on con>nue -‐ Coûts de l’infrastructure -‐ Compétences -‐ Disponibilité des plateformes dans les CSB
Déployer Former U>liser
7 Mé>er et IT ensemble au démarrage du projet
Informa>on sur le démarrage de l’avant projet Iden>fier un représentant mé>er et IT dès le démarrage
7 Réunions quo>diennes -‐ Equipe dédiée +++ -‐ Espace disponible pour tenir les réunions
quo>dienne -‐ Espace d’affichage -‐ Moyen de communica>on (infra et ou>l
projet)
Organisa>on systéma>que
6 Backlog grooming Implica>on mé>er et de toute l’équipe Mé>er dédié travaille sur l’affinage du backlog L’équipe es>me au fur et à mesure
Planifier ces tâches de revues du backlog dans les itéra>ons
5 Planning des itéra>ons A intégrer dans la méthode de conduite de projet: formaliser l’étape
Faire un guide
5 Démonstra>on Organisa>on systéma>que
5 Rétrospec>ve Organisa>on systéma>que
Graphic Gameplan
January 24-‐25, 2013 Igsummit.weebly.com Closing remarks
Successful and Rich Assessment in Collabora9on
Posi>ve Percep>on of Change through Engagement
Efficient approach for organiza>ons to find their path to be Agile
All people highly engaged during a short period with great results
Time and expenses earning Value & ROI maximiza9on
January 24-‐25, 2013 Igsummit.weebly.com
January 24-‐25, 2013 Igsummit.weebly.com
January 24-‐25, 2013 Igsummit.weebly.com
Image credit: flippo / 123RF Banque d'images
January 24-‐25, 2013 Igsummit.weebly.com
Images Credits
• Slides 13, 14, 18: Play>me, the movie J • Slide 17 : Components to deliver: an Agile PMO
– hup://foxhedgeltd.com/blog/page/2/ • Slide 19 : Europe
– hup://ansionnachfionn.com/tag/an-‐bheilg-‐belgium/ • Slide 21 : About bootstrapping, entrepreneurship & personal development – hup://blog.eerlings.com/index.php/2012/08/
• Others slides : mostly pictures from – hup://123rf.com – And from workshops given by Palo IT