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© 2017 EdgeVerve Systems Limited, Bangalore, India. All Rights Reserved. EdgeVerve Systems believes the information in this document is accurate as of its publication date; such information is subject to

change without notice. EdgeVerve Systems acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document.

Except as expressly permitted, neither this documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing,

photocopying, recording or otherwise, without the prior permission of EdgeVerve Systems and/ or any named intellectual property rights holders under this document.

Jasdeep Singh Kaler Dr. Ronen Barnahor

Case Study : Enabling Enterprise Agility

through a Hybrid Agile Implementation Model

@jasdeep_kaler

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• Context

• Target and Results

• Implementation Manifesto

• Kanban Practices in Action

Agenda

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Who are we

94 countries

848 million customers

1.06 billion accounts

73k branches

16.5% of the adult banking

population

460+ installations

The industry-leading universal banking solution from EdgeVerve

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Our Context

Enterprise

Solution –

• Multi

million

LOC

• Multiple

products

Expanding in

every geo –

multiple

commitments

~4000 + 7 Locations

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Sounds familiar when you are driving ….

– Ability to manage change

– Predictability

– Alignmentand more ...

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Mission

"Our mission is to adopt Lean & Agile mindset

and practices, become a learning organization

focused on continuous improvement to

provide better value to our customers."

- Dr. Ronen Barnahor,

Head of Agile Business Transformation, EdgeVerve

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What we set out for?

ThroughputDoing more with same

QualityReduce cost of

warranty & variability

Time to MarketMarket Demand,

Early Feedback

30-50 %

Predictability Scope and

timely delivery

Employee

Engagement

Better Efficiency

Better

Effectiveness

Cycle time for Customer

Feedback Early feedback, eliminate sunk cost

30-50 %

25 % 30%

Scope Flexibility Ability to pivot and respond to opportunities

30-50 %

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• Time To Market - ~50%

– From 18M to 6M in Large Products/solution , From 6M to 3M in smaller Products.

• Business flexibility

– Planning cadence of 10 weeks – ability to change scope with minimal cost

• Throughput/ efficiency

– Feature Cycle Time by more than 50%

– 8% cost reduction per feature point

• Quality

– System Test - 46% improvement (#defects/SPs)

• Prediction

– Better prediction based on data – agile dashboard

Results from Initial ARTs

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Context - Revisited

• Initial Goals

– Transparency

– Alignment

– Global Optimization

• Challenges

– Integrated suite

– High dependencies

– Limited visibility

– Local optimization

– Small coaching team

– Mix of Agile, Waterfall

– Pressure for quick results

10© 2017 Scaled Agile, Inc. All Rights Reserved. 4.10

The SAFe “big

picture” for

enterprise

transformation

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Our Hybrid Model of Implementation

All programs aligned to the following practices:

– Backlog management (Epic->Feature-Story) in central tool

– Organizational rhythm (Program Increment and Iterations)

– Program level ceremonies with managers (PI & Iteration Planning,

Demos, I&A/retrospectives)

– Agile testing – first step (testers into the teams. “Done is Done”, “zero

defects”, system testing in pull (not a phase))

– Agile Program management – replace all status/progress reports

– DevOps – environments and CI set-up

• Implement SAFe program by program (all the rest managers only –

no team coaching)

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Our Implementation Manifesto

Managers first over Teams first

Predictability over Throughput

Effectiveness over Efficiency

Business Agility over Team Agility

Shu Ha Ri over Process Invention

We are uncovering better ways of implementing scaling agile by doing it and helping others do it.

Through this work we have come to value

That is, while there is value in the items on the right, we value the items on the left more.

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Kanban principles in our Implementation

• Visualize the workflow

• Manage flow

– Focus on queue control ( not used WIP control yet)

• Make process policies explicit

• Improve collaboratively (using models and scientific

methods)

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Visualize the workflow - The starting point

Map ALL the work we do – for entire Solution in hierarchical backlog

Economic prioritization using WSJF Visualize everything possible to visualize in all

levels

The Stockdale Paradox:

“Confront the brutal facts ……. yet never lose faith “

- Jim Collins: Good to Great

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Visualization at Portfolio Level

Strategic Theme 1Strategic Theme 2Strategic Theme 3Strategic Theme 4Strategic Theme 5Strategic Theme 6

Strategic Theme 1Strategic Theme 2Strategic Theme 3Strategic Theme 4Strategic Theme 5Strategic Theme 6

Strategic Theme 1Strategic Theme 2Strategic Theme 3Strategic Theme 4Strategic Theme 5Strategic Theme 6

Value Stream 1 Value Stream 2Value Stream Value Stream

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Visualize the workflow (Epic level) - Release Kanban

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Epic Progress - Drill Down

Epic 4

Epic 5

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Epic Progress - Drill Down

Epic 4

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Value Stream - Feature

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Visualize the workflow - Feature Kanban Board

Feature

Grooming

Feature

Preplanning Feature

Implement

Feature

Testing

System

Testing

Feature

Closure(Done)

Implementation System level - PullAnalysis - Pull

NewReady

Dev

Comp

lete

Done

Done

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Impact of Queue Lengths and Wait Times

98% Product Developers

don’t measure queues

– Donald Reinertsen

Manage the flow - Managing Queues

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Manage the flow with Queues- Feature Kanban

Feature

Grooming

Feature

Preplanning Feature

Implement

Feature

Testing

System

Testing

Feature

Closure(Done)

Implementation System level - PullAnalysis - Pull

NewReady

Dev

Compl

ete

Done

Done

Queue – Features in Ready, Dev Complete

Program Velocity – WIP Limit in Implementation

It is much more easier to implement than “Limit the WIP” concept

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1. System Flows

2. Business

Acceptance

Testing

3. Zero Open

Defects

1. Performance

Testing/

Security

2. Testing/Docu

mentation

3. System demo

to the stake

holders

1. Feature

elaboration

2. Three

Amigos

alignment on

MVF

3. High level

UX work flow

( I/A)

4. Acceptance

Criteria

5. WSJF and

prioritization

1. Team/Team Rep review

2. Elaborate to User Stories

with Story points and

acceptance criteria

3. UX WF/ white boarding

4. Potential Spikes (if

needed)

5. Refine Feature

Acceptance Criteria,

JobSize, WSJF (If

applicable)

6. Mark for

NFRs/Architecture/UX/..

other conditions

7. Feature Testing

strategy/ automation

1. All stories

done

2. Code

development

and review

3. Zero Open at

Unit Test and

Story Testing

Defects

1. Zero Open

Defects

2. Acceptance by

PM/UX

Making flow policies explicit - Feature Kanban Board

Feature

Grooming

Feature

Preplanning Feature

Implement

Feature

Testing

System

Testing

Feature

Closure(Done)

Implementation - Scrum System level - PullAnalysis - Pull

NewReady

Dev

Compl

ete

Done

Done

Flow Policies – A sample

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Managing Flow

Flow Management meetings in all levels

– Three Amigos, PMO/RTE, SMs and coach

– Review Kanban board & Dashboard

– Identify potential bottlenecks, starvation etc

– Brainstorm ideas to improve flow

– Focus on breaking silos and improving flow

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Manage the flow - Release Kanban (Features)

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Control the Flow-in – Just in time, Just enough, “full kit”

Backlog Readiness and Quality Index

Backlog Readiness• At any point Backlog should be ready

between 1-1.5 PIs (Based on last two PIs Feature velocity)

• Anything less is risk and anything beyond is waste

Backlog Quality• Acceptance Criteria Defined?• Prioritization completed?• Story breakup completed?• Feature Sizing completed?

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Manage the flow - CFD

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Improve collaboratively - Improving Flow using Control Charts

• Feature Cycle Time Control Chart

– Average Feature Cycle Time

– Drill down

• Purpose

– Analyze outliers

– Identify bottlenecks

– Arrive at optimum feature size to

improve the flow

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Improve collaboratively - Dependency Visualization

• Dependent Features– ART Features who are dependent

on other features (of same or different ART)

• Blocker Features– ART Features which are blocking

other features (of same or different ART)

• Color Highlighting– Yellow – Dependent & blocker

features planned in same iteration

– Red – Blocker feature is planned later than dependent feature

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Continuous improvement using continuous learning

• Hypothesis based experimentation approach for continuous incremental learning

– Quality vs throughput

– Ideal Feature Size

– Feature WIP limit

– Left shifting of System Testing

– Automation approach

– I&A – define problem statements supported by data (e.g. Ave. Cycle time)

• Contextual – what works there may not work here/vice versa

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© 2017 EdgeVerve Systems Limited, Bangalore, India. All Rights Reserved. EdgeVerve Systems believes the information in this document is accurate as of its publication date; such information is subject to

change without notice. EdgeVerve Systems acknowledges the proprietary rights of other companies to the trademarks, product names and such other intellectual property rights mentioned in this document.

Except as expressly permitted, neither this documentation nor any part of it may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, printing,

photocopying, recording or otherwise, without the prior permission of EdgeVerve Systems and/ or any named intellectual property rights holders under this document.

• Jasdeep Singh Kaler (jasdeepsk@edgeverve.com)

• Dr. Ronen Barnahor (rbarnahor@panaya.com)

•

•

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Sample Implementation Roadmap